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Capstone Assignment

Capstone 1 - Unplanned Freight Disruptions

Your state is a large geographic state with a rich history of agricultural products, timber, and more recently is attracting automotive production, automotive manufacturing suppliers and e-commerce distribution centers due to its central location. The majority of your state’s area is sparsely populated rural. However, your state’s economic development agency and the three large non-adjacent metropolitan areas in the state are actively marketing to the manufacturing and freight industries in hopes of taking advantage of the state’s central location and diverse transportation infrastructure to spur economic development in the state. They have attracted multiple firms to the state and are in the final 2 locations with several site selectors representing additional freight dependent companies.

Your state has a large network of interstate highways that are generally in good shape and carry about 80% of all traffic in the state. The rural portions of these interstates do not have outer roads. These rural portions of the interstate are nearing capacity but function well as long as nothing interrupts the flow of traffic such as a slow moving passenger car, a steep hill, a crash, or a work zone. In those instances, traffic backs up quickly causing safety concerns for drivers. The remaining portion of the roadway network is in fair to poor shape for freight traffic with several weight-limit posted bridges and 2-lane roads without shoulders winding through small towns. The recent state freight plan states that 50% of all freight moving on the interstates and rail is through traffic, neither starting nor stopping in your state.

The governor and legislature are very excited about the new e-commerce and distribution centers that have located in your state. The governor included that as a success in his state of the state address and has charged his entire cabinet with finding ways to support this initiative. The Secretary of Economic Development has contacted the Secretary of Transportation and advised that some site selectors the state is courting have indicated concern about recent events in your state that hampered transportation reliability and are considering eliminating your state from consideration as a result. The site selectors have agreed that if your state can demonstrate a plan for freight transportation reliability and resiliency for their outgoing products and incoming resources they will keep your sites in contention.

The incidents the site selectors refer to have occurred over the last 18 months and have generated a lot of bad media coverage, the ire of the trucking industry, your governor, members of the general assembly, and other states who rely upon freight moving through your state.

• The expansion joint on a major river bridge broke and was sticking up out of the pavement causing multiple flat tires. Your DOT had to reduce the driving lanes from 4 (2 in each direction) to 3 lanes for 4 days while it was repaired. Traffic was backed up on the interstate for over 15

miles causing issues with hours of service for the trucking industry, and additional public backlash from motorists caught in the back-up.

• An unexpected cold front moved through the state, glazing the interstate with black ice. Vehicle crashes and secondary crashes blocked the interstate, it took 15 hours to fully clear the crashes and return traffic to normal flow. Many truckers, who stayed on the interstate, exceeded hours of service regulations and missed their 1 hour windows for delivery and pickups at the company sites. The entire supply chain was disrupted for 4 days.

• Recently, an oversized vehicle hit a bridge girder and caught on fire causing part of the interstate bridge to collapse. Repairs are anticipated to take at a minimum, 4 months. Supply chains are completely disrupted due to traffic backups on all routes and truck restrictions on local roads (no trucks on certain roads by local ordinance or weight limits on bridges).

• A local levee was overtopped during heavy rains causing 2-3 mile segments of the interstate to close due to 2’ of water in low spots. This has happened several times in the last decade, and given recent climate trends, is anticipated to happen again if the infrastructure remains as is.

A common thread among a number of complaints focused on the lack of current and reliable information on road conditions and delays available to the public. Truckers in particular had difficulty getting a clear picture of road conditions and travel delay times. Detour information, when it was available, did not clearly address if the roads could accommodate over-dimensional vehicles and this impacted specialized carriers traveling through the state including some responding with equipment needed for recovery. Truckers traveled through neighboring states with robust travel information systems, but those states had no advance warning for them about the road status in your state. The Freight Office, which you direct, is assigned to outline and brief the Secretary on issues and potential solution and recommendations that may be undertaken to address reliability and resiliency for freight transportation to prepare her for discussions with other cabinet members and the governor to develop the overall state response. The Governor has signaled willingness to consider some financial investment in solutions to mitigate these concerns, however, she wants assurances that the various industry sectors have had input to any proposed solutions and would desire ways to reduce the state’s financial burden in recommended approaches. The Secretary she will need the following aspects included at a minimum:

• Who are the external stakeholders you will engage for input to determine their stance on the issues and solutions? Who are the internal stakeholders – within your DOT and beyond, that you might engage? How will you engage each? What role should they play in the solutions?

• Identify some planning and operational strategies to reduce the freight disruption resulting from the unexpected events like the four described.

o What would need to happen to implement these options? o In identifying options, define whether there are opportunities in these for

public/private generated solutions as well as public solutions.

• Are there any statutory or regulatory roadblocks to the solutions you identified?

• Do you have or need data to support or implement these decisions? What is the source of that data or how is data part of a solution?

• If solutions identified, what sources of funding might be utilized?

Capstone Team:

Sharleen Bakeman – FHWA WA

Travis Black – USDOT Maritime Administration

Jack Lord – FHWA Resource Center (Team Leader)

Justin Ryan – FL DOT

Tim Snow – DE DOT

Daniel Studdard – Atlanta Regional Commission

David Tomporowski – MN DOT

1 | P a g e H Y P O T H E T I C A L C A P S T O N E P R O J E C T

STATEOFDISRUPTIONCAPSTONEREPORT

2017FreightAcademy–Team1:

v SharleenBakeman,USDOTFederalHighwayAdministration,WAv TravisBlack,USDOTMaritimeAdministration,DCv JackLord,USDOTFederalHighwayAdministrationResourceCenter,COv JustinRyan,FloridaDepartmentofTransportationv TimSnow,DelawareDepartmentofTransportationv DanielStuddard,AtlantaRegionalCommission,GAv DavidTomporowski,MinnesotaDepartmentofTransportation

FINALDRAFT–September15,2017


CONTENTS

Introduction1.0 CurrentConditions2.0 Challenges(RegulatoryIssues)3.0 StakeholderOutreach4.0 DataandAnalysis5.0 PotentialFundingPrograms6.0 PlanningandOperationalStrategiesConclusionsAppendixA

Table3-1–ExternalStakeholdersTable3-2–InternalStakeholders

AppendixB

Table5-1–PotentialFundingPrograms


INTRODUCTIONTheGreatStateofDisruptionisalarge,centrally-locatedstatewitharichhistoryinagriculturalproductsandtimber.Ourstatehasgenerallybeena“passthrough”forfreightmovements,butrecentlyDisruptionhasbeenattractingnewsourcesofeconomicdevelopmentactivity,particularlyinautomotiveproduction,automotivemanufacturingsuppliers,ande-commercedistributioncenters.Althoughsparselypopulated,Disruption’sthreelargemetropolitanareashavebeenactivelymarketingtomanufacturingandfreightindustriesandhaveenjoyedrecentsuccess,attractingmultiplefirmswishingtotakeadvantageofourcentrallocationanddiversetransportationinfrastructure.Disruptionhasalargenetworkofinterstatehighwaysthatareingenerallygoodconditionandcarryapproximately80%ofthestate’straffic.Theruralportionsoftheinterstatesarenearcapacitybutfunctionwellabsentanyseriousinterruptions.TheeconomicvitalityandcompetitivenessofDisruptionreliesheavilyontheresiliencyofthestate’sroadways.Disruptioncontinuestoentertainmultipleprospectsfromdirectinvestors(food,manufacturing,andtechnology)aswellase-commerceretailers,allofwhomhavebusinessstrategiesbasedonhighlyfunctioningmultimodaltransportationnetworks.RepresentativesofcompanieslikeAmazon,e-Baydistribution,Crayola,BudweiserBrewing,BMW,Tesla,EthanAllenfurniture,Apple,Google,andothersindicatethatareliableroadwaysystemfortheirbusinessesandgoodswillresultinbringingDisruptiontoanewstateofeconomicprosperity.Unfortunately,theStatehasseenseveralincidentsinthelastyearandahalfthathavestretchedourcapabilities,revealedourweaknessesincommunicationsandalternativetransportationroutes,andresultedinareluctanceforneweconomicgeneratorstolocateinDisruption.Theincidentsallbroughtaboutissueswithhoursofserviceforthetruckingindustryandinterruptedsupplychains.Theincidentsinclude:

• Anexpansionjointonamajorriverbridgebroke,causingseveredamagetovehicles,reducingthecapacityby25%forfourdayswhileitwasrepaired,andcreatingbackupsformorethan15miles.

• Anunexpectedwinterweathereventmovedintothestate,glazingtheinterstatewithblackiceandcreatingprimaryandsecondarycrashesthattooknearly15hourstoclear.

• Recently,anoversizedvehiclehitabridgegirderandcaughtfire,causingpartoftheinterstatebridgetocollapse.Repairsareexpectedtotakemorethanfourmonthsandfreightmovementsarejeopardizedbecauseoftrafficbackupsandanabsenceofalternativeroadsinlocaljurisdictionsduetotruckrestrictionsandweightlimits.

• Heavyrainscausedabreachinalocalleveethatresultedinlarge(twotothreemile)sectionsoftheinterstateclosingbecauseofwaterdepthsuptotwofeet.

Tothatend,theDisruptionDepartmentofTransportation(DDOT)FreightDepartmentoffersthisreport,whichoutlinestheobjectivetoimplementstrategichighwayimprovementsinDisruptionrelatedtofreightmovement,andfurtherdetailsanarrayofsolutionsthatwillplacethewelcomesquarelyatMilepost1oneveryhighwaywithinourstate.


1.0 CURRENTFREIGHTROUTECONDITIONSTheNationalHighwayFreightNetwork(NHFN)wasdesignatedbyFederallawtoacknowledgethoseroutesthroughouttheUnitedStatesthatconveythebulkofourgoodscommerciallyalongthehighwaytransportationsystem.WithinDisruption,numerousmajorfreightroutes,referredtoas“T-1andT-2”routesbasedonthetonnageofgoodsmoved,traversethestate.T-1movesmorethan10milliontonsperyear;T-2movesbetween4and10milliontonsperyear.InadditiontotheNHFN,Disruptionhasdesignated122milesofhighwayinthestateas“criticalurbanorcriticalruralfreightcorridors,”areasoftheT-1andT-2networkthatareconsideredcriticaltolocalities(typicallyareasnearports,warehousingdistricts,orothernodesinthetransportationsystem).Inadditiontothesestrategicfreightcorridors,DisruptionmaintainssimilarrailandwaterwaycorridorsystemsthatlinkwiththeT-1andT-2routesatspecificlocation(ports,railyards,etc.).HighwayandspecificfreightmovementreliabilityispivotaltoeconomicgrowthinDisruption.Thecurrentconditionofthehighwaynetwork,especiallywherethehighwayintersectswithrailandwaterwaycorridors,isdetailedbelow.Ofthe80,000milesofcenterlineroadwayinDisruption,18,000arealongT-1/T-2routes.Ofthe18,000miles,40%isconsideredtobein“poor”pavementconditionduetothesheerweightofvehiclesalongtheroad,thelackoffundinghistoricallytofixit,andcolder/wetterweathertrendingoverthelast5-10years.Disruptionalsohas3,700bridgesthroughoutthestate,with850bridgesalongtheT-1/T-2freightroutesconsideredtobein“poor”or“verypoor”condition,duetoage,weightloads,andotherlimitations.The“LevelofService”(LOS)informationalongtheT-1/T-2routesinDisruptioncanbedeceptive.WhilethishighwayfreightsystemissaidtooperateatanLOSratingof“C”(think“reportcard”),trendanalysesoverthelast5calendaryearsindicatethatenoughincidentshaveoccurredinspecificlocationstolowertheLOStoFoverperiodsoftime(hours,days,orweeks).WhiletheLOSCratingindicateslittleproblemwiththeroadway,factors“beyondthehighway”itselfarereducingtheoverallLOSinapracticalmannerofspeaking.The23%ofbridgesthatareinpoororverypoorconditionsarebeginningtoshowtheirage.Expansionjointsmaybreak,aswasthecaseinarecentsituationwhereDDOTclosedtwolanesoftheWellI’llBeRiverBridgeinAwshucks,backingupalltrafficformorethan15miles,addingtothedelaysinfreightdelivery.TherecentcollapseoftheinterstatebridgealongTaterTotCreek,causedbyanoversizedloadhittingthegirdersandcatchingfire,hasbecometheposterchildforDisruption’swell-publicizedneedsforupgradingandpreservingthehighwaysystemthroughoutthestate.Reroutingaroundthelossofthisbridgewilltakemorethan16weeks,andhasresultedindelaysforourcommercialstakeholdersaswellasthetravelingpublicatlarge.Overthewintersof2015and2016,bothInterstatesexperiencedicestorms,foratotalof18separateincidentswhereblackiceformedonstretchesofthesehighwaysandcausedatotalof73multi-vehicleaccidents.Whiletherewasnolossoflife,andinjurieswererelativelyfew,theestimatedaggregatelossofhoursforfreightdeliverywassignificant—approximately17,000hours


delay,duetotheaccidentsdirectly,orlossofhoursduetomissingconnections(airlines,loadingdocktimes,waittimesandports,etc.).Inaddition,theinterstateexperiencedasignificantclosureinthreeseparateyearsduetofloodingalongleveebreachesalongtheWellI’llBeRiver.Ineachcase,theinterstatewasclosedforseveraldaysinbothdirections,creatingfreightdeliverylosthoursamountingtomorethan120,000.Ineachoftheseevents,regionalandnationalmedia(TV)displayedthemulti-vehicleaccidentsandflooding,thebridgebackups,andtheTaterTotbridgecollapse,addingtothesensethattheseincidentshappenroutinely.Infact,thetotaloftheseincidentsamounttolessthanonepercentoftime,takingintoconsiderationalltheroadways.Mediaalsorepeatroadwayfloodingandicestormissueswhentherearetrafficaccidentsthataddtothe“sensationalist”approachoftheeveningnews,suchasvehiclefires.Inshort,thereisasomewhatvalidperceptionthatDisruptionhashighwayinfrastructureproblems.Whiletheproportionofproblemstotheoveralltransportationnetworkisinflatedduetomediaattention,theproblemsarerealnevertheless,andDDOTwillusethisefforttopinpointandfindsolutionsforthetransportationinfrastructureissuesrelatedtofreightmovement.2.0 CHALLENGESIngeneral,thechallengesDisruptionfacesatthefederalandstatelevelsareprimarilyfunding-related.AlthoughtheStatehasaMAP-21andFASTActcompliantStateFreightPlan,theamountoffundingavailablefromfederalandstatesourcesisinadequatetosolvetheimmediateneedscreatedbythecatastrophiceventsofthepreviouscoupleofyears.Inaddition,therearenumerouslocalrestrictionspreventingtrucksfromaccessingfacilitiesthatcouldbeusedasalternateroutesduringemergencies.ThechallengesfortheStateofDisruptionandDDOTcanbesummarizedasfollows:

• Challenge1:Bridgestateofgoodrepair–therecurringissueswithlocalleveesmustbefixed.

• Challenge2:Needfasterresponsetimeinbadwinterweather.• Challenge3:Needfasterresponsetimestoincidents/interruptions.• Challenge4:Needbettermessagingaboutbeingabletodelivergoodswithindelivery

windows.• Challenge5:Wearenotuptoparwithneighboringstates,whichexacerbatestheproblem.

Thetablebelowindicatesvariousoptionstoevaluatetowardtheseissues,displaystheadvantagesanddisadvantagesofeachoption,andcitestheverygeneralregulatoryconsiderations.


Challenge Solution Advantage Disadvantage Regulatory

1 BridgeStateofRepair

Analyzeandcreateafreightrouteviathebest(notposted)bridges.Barringabilitytodothat,couldfixtheworstbridges,focusingthestatebridgefundsonthese“special,shortterm”projectsfor<5years.

Chanceofleavingotherbridgesindisrepair.Communications/messaging.

Followbridgeinspectionandpriorityworklawsandregulations.

1,5 Funding–ERVeryquick.Couldbeusedtofixorwidenthehighwayifnewculvert/drainageworkwasputinplacefortheleveebreeches.

Mustmakeacaseforthistypeoffundingquickly.MustmakethecasefortherepairinanERcontext,suchasthelevee.ERtendstobelimited($1-2million).

MustfollowlawandlanguageofanERevent.MaynotmeetthetimelineforERrequirement.

1,2,3,4,5 Funding–TIGERRelativelyquick(<2yearstostart).Possiblebigpayout.Useforanyoftheissues.

Strongcompetitionacrosscountry;smallpercentagechancetowin.Matchwillberequired.

Mustmeetseveral“shovelready”requirementsofTIGERtocompete.

2,3,4,5 Funding–More$$intoTIM

MoreresourcesforrobustTIMresponsecouldbeaneasyramp-upwithsupportofGovernorandSecretary.Couldusenumberoftoolsavailable.Coulddevelopagreementswithnumeroustow-truckcompaniesforquickremovalofvehicles.ITS/communicationwouldbelowercosttool.

Equipmentnecessary,suchasplows,sanders,towtrucks.

CouldaskforFMCSAfundingaswellasITS,TDM,--manyfundingsourcesavailable,dependingonhowFMCSAandUSDOTreadstheregulatoryapplicationofTIMtothe“problem.”

3,4,5 AgriculturalLoansandGrants Fundingleveragesmorelocaldollars.

Competitive;wouldstillneedtoworkthroughtheengineeringforbetterdevelopingthefreightsystem.

Regulatorylimitationsmayapplyiftheprojectsaretoonarrowlydefined(thatis,agricultureproductsmovementvs.“freight”movement).


3.0 STAKEHOLDEROUTREACHPartnerEngagementStrategyDDOT’sintentforthisstrategicplanningeffortisto–

• developathoroughunderstandingofprivatesectorchallenges,• identifyandinfluenceinfrastructureinvestmentdecisionstoprevent,and/ormitigatetothe

greatestextentpossiblefuturedisruptionstotheState’stransportationnetwork.Asastateagency,DDOTunderstandsthatourplanningprocessesandtimelinesareverydifferentfromourprivatesectorstakeholders.Assuch,weseektodeployastrategythatmaximizesthereturnoninvestmentoftimeandcapitalforallinvolvedparties.ThisstrategywillillustratehowDDOTplanstoengageinternalandexternalstakeholdergroups.Togeneratethemostfeedback,DDOTwillestablish(2)twoexternalstakeholdergroupsand(2)internalstakeholdergroups.Engagementtechniquesaredesignedtogeneratevalue,ensuringallstakeholdergroupsremainengagedduringandafterthisplanningeffort.Roles&ResponsibilitiesofDDOTDDOT’sroleistoimproveroadsatstrategiclocationsinDisruptiontoenhanceandtakeadvantageofimminenteconomicdevelopmentopportunitiesbyaddressinghighwayinfrastructuresystemdeficienciesquickly.Todothis,theDDOTwilldevelopandimplementcontextsensitivesolutionsthataddresscurrentinfrastructurechallengesandmitigatefuturechallenges.ThetransportationnetworkinterruptionsintheStatehavefar-reachingeconomicimpactsandthreateneconomicdevelopmentopportunities.DDOTwillkickoffoutreachwithindustryStakeholdergroups,establishingcommunicationandfeedbackloops,andvettingpotentialsolutionstoproviderecommendationstothegovernor.Roles&ResponsibilitiesofStakeholdersTheDDOTFreightTeamwillestablishcross-functionalgroupsoffreightindustrystakeholdersfromtheprivatesector,government,andnonprofits.Toachievediverseandcandidfeedbackdesired,DDOTwillestablishtwodistinctstakeholdergroups.ThefirstgroupistheProjectPartnersGroup(“ThePartners”).ThePartnersrepresentsarangeoftruckingandlogisticscompaniesthatincludesagriculture,autohaulers,drayage,liquidanddrybulkhaulers,freightforwarders,intermodal,andrefrigeratedtrucks.ThesecondgroupistheGeneralStakeholderGroup(“TheStakeholders).TheStakeholdersisthevoiceofthelargertransportationcommunitythatincludesstaffandelectedrepresentativesoftransportationandlanduseplanningagencies,modalpartners(air,rail,andsea),intermodalentities,economicdevelopmentgroups,environmentaladvocates,andotherrepresentativesfromthetransportationindustry.


ExternalEngagementMethodsThePartnersThePartnerswillengageinupto50one-on-onemeetingswithrepresentativesfromthefreightindustryandfromstate,countyandlocalagencies,aswellaslocalenforcementandstateregulatoryagencies.MeetingwitheverytruckingandlogisticscompanyisbeyondthecapabilitiesoftheFreightOffice;however,thesemeetingswillreachacross-sectionoftheindustrygeographicallyandbycommoditiesandservices.Theone-on-onesettingshouldprovideforaneutralenvironmentthatwillgeneratefocusedandcandidfeedback.

TheStakeholdersTheStakeholderswillcreatealarge-scale,all-inclusiveprocessforstakeholderengagement,includingmethodsforobtaininginputfromstakeholders,providingresponsestostakeholders,commenttracking,anddocumentation.Themethodsdeployedtoreachthisaudiencewillincludeaninteractiveprojectwebsite,e-mailblasts,onlinesurveys,andopportunitiestoparticipateinstakeholderforums.InternalEngagementMethodsTheFreightInfrastructureSubjectMatterExpertsGroup(“TheExperts”)TheExpertsisatask-drivenprojectmanagementteamcomprisedofsubjectmatterexpertswhowilldevelopsolutionstoimprovetheresiliencyandreliabilityoftheState’sfreighttransportationinfrastructure.Atthebeginningofthisexercise,TheExpertswillusethreetoolsfromtheirtoolbox:

• Thefirstwillbeforcommunication,andmayincludeSharePoint,GoogleforWork,Huddle,etc.,toprovideanenvironmentforteamcommunicationandsharing.

• Thesecondwillbeforprojectmanagementsoftware,suchasProject,Redmine,Wrike,Basecamp,etc.,toallowTheExpertstomanage,track,andreportprojecttasks.

• Thethirdandfinaltooliscontactmanagementsoftware(CMS),suchasAccessorSalesforcetomanageinteractionswithourstakeholders.

DDOThasidentifiedaprojectmanagerwho,alongwithDOTexecutives,willdevelopaprojectmanagementplan(PMP).ThePMPwillfocusspecificallyontime,cost,qualityassurance/qualitycontrol(QA/QC),communicationstrategies,riskmitigation,andmanagementofthestakeholderoutreach.AfterthePMPisputintoplace,aworkplanwillbesharedforcommentwithThePolicyandFinanceGroup(seebelow)andultimatelyimplemented.Thepurposeoftheworkplanistoensureatransparentandpredictableprocessamongallstakeholders.ThefinaldocumentwillbeacommunicationplanthatwillguidehowTheExpertsandthePolicyandFinanceGroupcommunicateforsuccessfulprojectdeliveryandoutcomes.

ThePolicyandFinanceGroup(“ThePolicyandFinanceGroup”)Thiscross-functional teamcomprisedofCabinetMembers,AgencyHeads,andDDOTDepartmentDirectorswillbeformedtoadvisetheSecretaryofDDOT.ThePolicyandFinanceGroupwillbethedecision-making board responsible for evaluating recommendations resulting from stakeholder


inputandTheExperts’vetting.TheprojectsthatmakeitthroughtoThePolicyandFinanceGroup’swillbeevaluatedforfinancialfeasibility,returnoninvestments,andeconomicimpactstodeterminethe timingand financingof improvements.ThePolicy andFinanceGroupwillwork according toestablished standing meeting dates and communications protocols with The Experts and thoseoutsidetheagency(thatis,thepublicandmedia).ToolsforAllStakeholdersProjectWebsiteThewebsitewillserveasanonlineinformationportal,regardingprojectsthatwilladdressfreighttransportationreliabilityandresiliencyprojectsthroughouttheState.Thewebsitewillfeaturetheprojectundertakings,updatesonmilestones,andopportunitiestoparticipateandprovidefeedback.Itwillalsobedesignedforuseasaresourcetoimplementfollow-upactionsandremainengagedwithourinternalandexternalstakeholders.

OnlineSurveyAllstakeholdersandthepublicwillhaveopportunitiestoparticipateinonlinesurveys.TheperiodicsurveyswillbedesignedandconductedbyTheExpertstoprovideongoingguidanceforprogramandprojectpriorities.StakeholderForums

Forumswillbeheldatthekickoff,midpoint,andconclusionoftheproject,atacentrallocationthatiseasytoaccessforthosetraveling.Thepurposeoftheforumsistoshareprogressandsolicitfeedbackfromallstakeholdergroups.Forumswillincludepresentationsandoutreachactivitiesdesignedtoengagethestakeholdersandencouragetheirinputintosolutionsproposedbythefreightoffice.4.0 DATAANDANALYSISTheDDOThasbeenworkingoverthelastseveralyearstodemonstratecompliancewiththeMAP-21andFASTActlegislationthatcurrentlyguidestransportationpolicyandfunding.Aspartofthoseefforts,wehaveenhancedandexpandedourdatacollectionefforts,allowingustomovequicklytowardimplementingimmediateandshort-termneedsidentifiedinthisreport.ThereisavarietyofavailabledatathatwillhelpinformissuesandsolutionsrelatedtothereliabilityandresiliencyofourStateofDisruption’stransportationsystem.Alldataneededforimmediateandshort-termdevelopmentandimplementationiscurrentlycollectedbytheStateorcanbeacquiredincooperationwithotherpublicagencies.TrafficDataWeconductongoingtrafficcountsthatcovertheentirestatesystemoverathree-yearperiod.ThesecountsarecollectedaspartofourHPMScomplianceeffortsandsupportvariousmodelingfunctionsatboththeStateandMPOlevels.


• AverageAnnualDailyTraffic(AADT)–AverageAnnualDailyTraffic(AADT)isthetheoreticalestimateofthetotalnumberofvehiclesusingaspecificsegmentofroadway(inbothdirections)onanygivendayoftheyear.Thisestimaterepresentsthetotalnumberofcarsperyeardividedby365andisdevelopedusingfactorstoadjustforseason,dayoftheweek,andvehicletype.HavinganAADTcountontheStateofDisruption’sfreightroutes,whenpairedwiththeAADTTcount,bothtellsushowheavilytraffickedtheroadis,andwhatpercentageofthetrafficistrucks.

• AverageAnnualDailyTruckTraffic(AADTT)–AverageAnnualDailyTruckTraffic(AADTT)isthetheoreticalestimateofthetotalnumberofheavycommercialvehicles(trucks)usingaspecificsegmentofroadway(inbothdirections)onanygivendayoftheyear.Thisestimaterepresentsthetotalnumberofheavycommercialvehiclesperyeardividedby365andisdevelopedusingfactorstoadjustforseason.HavinganAADTTcountontheStateofDisruption’sfreightroutes,whenpairedwiththeAADTcount,bothtellsushowheavilytraffickedtheroadis,andwhatpercentofthetrafficaretrucks.

BridgeInformationBridgesrepresentacriticalinfrastructurecategoryforfreightmovement,andcanprovetobeavulnerablebottleneck.DDOTcomplieswiththeNationalBridgeInspectionStandards(NBIS)andusestheNationalBridgeInvestmentAnalysisSystem(NBIAS).Thevarioustypesofbridgedatathatareneededforthisanalysisinclude:

• BridgeSufficiencyRatings–Thebridge’ssufficiencyratingisanoverallratingofabridge'sfitnessforthedutythatitperforms,andisindicativeofhowlongabridgecanremaininservice.

• Load-LimitedBridges–Knowingwhereourstate’sloadlimitedbridgesarelocatedtellsuswheretrucksoveracertainweightcannotcross.

• Height-RestrictedBridges–Knowingwhereourstate’sheightrestrictedbridgesarelocatedtellsuswheretrucksoveracertainheightcannotpass.

AssetInformationTheDDOThashadanAssetManagementplaninplaceforseveralyears.HavingtimelyinformationonDDOT’sassetsiscriticaltothiseffort.Beyondthebridgeinformationhighlightedabove,wealsohavemeasuresandratinginformationforourpavement,highwayculverts,stormtunnels,overheadsigns(includingallvariablemessagesigns),towtrucks,plowandsalttrucks,closed-circuittelevision/cameras,andlightpoles.Knowingtheageandconditionofmanyofthesecriticalpiecesofinfrastructurehelpsusbetterrespondtoaccidentsastheyoccur,andperformpreventativemaintenanceonareasthatarevulnerable.


IntermodalConnectorsTheStateofDisruption’snetworkofintermodalconnectorsrepresentsourmostcriticalroutesforfreightmovement.Theseroutesshouldbegivenspecificattentioninplanningforreliabilityandresiliency.LandUsesAnevaluationofourstate’sexistingindustrialandfreightorientedlanduses,aswellaslocationsforpotentialfuturedevelopmentofthistype,givesusasenseofwherefreighttrafficwilloriginateandtravelto,andwillhelpplanforpotentialdisruptionstoourtransportationnetwork’sreliabilityandresiliency.Thedesignationprocessforourstate’sCriticalUrbanandCriticalRuralFreightCorridorsinvolvescriteriarelatingtoindustrialland,sothatprocessmaybeviewedasapotentialdatasourceforthisexercise.Inadditiontogettingrelevantindustriallanddatafromthisdesignationprocess,wealsoplantoworkwiththeStateofDisruption’sEconomicDevelopmentAgencyaswellasthestate’sMPOsandregionalcommissionstoidentifyexistingindustriallandusesandlocationsforpotentialfutureindustrialdevelopment.5.0 POTENTIALFUNDINGPROGRAMSFollowingisalistofpotentialfundingfromfederalsources.ThecurrentlevelofStatefundingforDDOTisnotsufficienttoensureU.S.DepartmentofTransportationProgramsFederal-AidGrants• NationalHighwayFreightProgram(NHFP):FormulafundingforStatestoimprove

movementoffreightontheNationalHighwayFreightNetwork(NHFN).UptotenpercentofNHFPfundsareeligibleforinsidethegateportprojects.

• SurfaceTransportationBlockGrants(STBG):FormulafundingforStatesandMPOsforpriorityprojects.Transportationprojectsthatfacilitatedirectintermodalinterchange,transfer,andaccessoffreightintoandoutofaportterminalareeligible.

• CongestionMitigationandAirQuality(CMAQ):FormulafundingforStatesandMetropolitanPlanningOrganizations(MPOs)tomeettherequirementsoftheCleanAirAct.Non-roadvehiclesandnon-roadenginesusedinport-relatedfreightoperationsinnon-attainmentormaintenanceareasareeligible.

FederalLoanPrograms

• TransportationInfrastructureFinanceandInnovationAct(TIFIA):Financingassistanceforsurfacetransportationprojects.

• PrivateActivityBonds(PABs):Tax-exemptfinancingissuedthroughapublicconduitforprivatelydevelopedinfrastructure.

• RailroadRehabilitation&ImprovementFinancing(RRIF):Financingassistanceforrailroadinfrastructure.


CompetitiveGrants

• AdvancedTransportationandCongestionManagementTechnologiesDeployment(ATCMTD):Grantfundingtodevelop&deployadvancedtransportationtechnologiestoimprovesafety,efficiency,systemperformance,andinfrastructureROI.

• America’sMarineHighwayGrants:Fundingtoestablishorexpandmarinehighwayoperations.

• NationallySignificantFreightandHighwayProjects(NSFHP):Grantfundingfornationallysignificantfreightandhighwayprojects,includingmultimodalprojects.TheFY2016/2017noticesoffundingavailabilityreferredtothisprogramasFASTLANEGrants.

• PassengerFerryGrants:Fundingforprojectsthatsupportpassengerferrysystemsinurbanizedareas.

OtherUSGovernmentPrograms

• EconomicDevelopmentPrograms(EDA):Fundingforavarietyofprojectelementsincludinginfrastructureandfacilities,aswellasforplanningservicesineconomicallydistressedareas.

• DieselEmissionReductionAct(EPA):Grantfundingforupgradesthatreducedieselemissionsfromexistingengines.

• WaterInfrastructureFinanceandInnovationAct(WIFIA):Federalcreditassistancetofinancewaterandwastewaterinfrastructureprojects.

• PortSecurityGrants(PSG):Grantfundingformaritimetransportationinfrastructuresecurityactivities.

• USDARuralDevelopment:Loans,grantsandloanguaranteestosupportessentialservicesinruralareas.

Foracompletelistofpotentialfundingsourcesandeligibility,pleaseseeTableXintheAppendix.


6.0 PLANNINGANDOPERATIONALSTRATEGIESEffectiveplanningallowstheStateofDisruptionDepartmentofTransportation(DDOT)topreventdisruptionswheneverpossible,andreducetheirimpactswhentheycannotbeprevented.Thisrequiresatransportationnetworkthatisreliabletominimizethefrequencyofdisruptions,andisalsoresilienttominimizetheirimpacts.PlanningandoperationalstrategiestoaddressdisruptorsareidentifiedintheActionPlaninTable6-1.Thisplanincludesimmediateimplementationneedsthatwillbedonewithinsixmonths;short-termactionsthatcantakeplaceoverthenextthreeyears;mid-termsolutionsforthenextthreetofiveyears;andlong-termsolutionsthatwilltakeplacefiveormoreyearsinthefuture.Table6-1:ActionPlanAction ProjectType TimeframeRealTimeCommunications Operations Immediate,OngoingEmergencyManagementImprovements Operations ImmediateFreightandLogisticsStakeholderOutreach Planning Immediate,OngoingFreightPlanSupplement Planning Short-TermFreightCorridorExpansionPlan Planning Mid-TermITSImplementation Infrastructure Mid-TermHighPriorityBridgeMaintenance/Replacement Infrastructure Mid-TermFreightPlan5-YearUpdate Planning Long-TermCapitalImplementation Infrastructure Long-TermFreightPlan10-YearUpdate Planning Long-TermRealTimeCommunicationsImprovements–ImmediateAshasbeendemonstratedrecently,thetransportationsystemcouldbedisruptedatanytime,soimprovedcommunicationsareneededtoday.Thisshouldbeanomni-channelcommunicationsapproachthatseekstoreachtruckdriversregardlessoftheirpreferredcommunicationsmedium.Thisapproachwillinclude:

• ITS/VariableMessageSignage:Truckdriversarenotallowedtousetheirsmartphoneswhiledriving.Therefore,ensuringthatvariablemessagesignsonhighwaysinthestatehaveup-to-dateinformationisakeywaytoreachdrivers.

• TraditionalMedia:Duringatransportationdisruption,theDDOTpublicrelationsstaffwillgivefrequentupdatestoradiostations,TVstations,andotherlocalmediathroughoutthestate.ThiswillbesupplementedasneededbypressconferencesfromDDOTleadership.

• 511:Frequentlyupdateinformationavailablethroughthestate’s511callsystem.Realtimedatawillalsobedisplayedthroughthestate’s511website.

• Online:SometravelersmayvisittheDDOTwebsiteseekingtravelinformation.Detailsaboutupcomingroadconstruction,closures,detours,andotherroadwayinformationwillbeprovidedhere.TheDDOTsitewillalsodirectuserstothe511websiteforrealtimetravelinformation.

• SocialMedia/Apps:Duringatransportationdisruption,DDOTwillpostinformationfrequentlytoDDOT’sFacebookandTwitteraccounts,reachingusersonwhicheverplatformtheyprefer.Socialmediapostswilllinktothe511websiteforadditionalinformation.


DDOThasanexistingcontractwithWazeandpartnerswiththemthroughtheirConnectedCitizensprogram.Throughthisexistingprogram,Wazewillprovidereal-timecrowdsourcedtrafficdatainexchangeforinformationonconstruction,roadsensors,andpre-plannedroadclosures.DDOTwillalsocreateadeveloper’sapppagewhereothercompaniescanlinktheirappstoDDOTdata.Thiswillsupportexistingapps,particularlythosefocusedonthetruckingindustry,aswellassupportfutureappsthatdon’texistyet.

• FutureCommunicationsMethods:Facebookwasfoundedin2004,whileTwitterwasfoundedin2006.Neitherplatformwaswidelyused(ifusedatall)forrealtimetransportationinformation10yearsago.It’simpossibletoknowwhatthenewcommunicationsmethodswillbe10yearsfromnow,butDDOTiscommittedtostayingcurrentwithtechnologychangestoreachdriversviatheirpreferredplatform.

EmergencyManagementImprovements–ImmediateThestateemergencymanagementagencyhandleswinterweatherplanningandresponseinthestateaswellasothersignificantemergenciesanddisasters.TheycoordinatedirectlywiththeGovernor’soffice,DDOT,FEMA,firstrespondersandotherkeyagencies.However,theywerecaughtbysurprisebytherecenticestormthatresultedinsupplychaindisruptionsforfourdays.Toaddressthis,meteorologistsfromtheNationalWeatherServiceaswellastelevisionstationsfromthethreelargemetropolitanareasinourstatewillbeincludedincommunicationschannelsasapartofthestateemergencymanagementagency’soperations.ThiswillallowthemtoproviderealtimeweatherforecastssothatDDOTcanmakedecisionsanddeployresources(i.e.salttrucks/snowplows)withthebestpossibleinformation.Aslighttemperaturechangewouldhaveturnedtherecenticestormintorain,withnoimpacttothesupplychain.However,iftheweatherhadbeencolder,theweathersystemlikelywouldhavebroughtsnowinsteadofice,andadifferentresponsewouldhavebeenneeded.ArepresentativefromthestatemotortruckingassociationorotherindustrygroupwillremainapartoftheDDOTPartnersgroupandwillreceiveemergencymanagementupdatesasappropriate.Thiswillallowthemtoassistwithprovidingrealtimedatadirectlytotruckdriversandotherindustryorganizationsinthestate.FreightandLogisticsStakeholderOutreach–ImmediateAspreviouslydiscussed,externaloutreachtofreightandlogisticsbusinessesinthestateiskeytofreightplanningandoperations.Workhasbeguntoestablishthisgroup,withongoingeffortstoaddkeyplayersandnewbusinesses.Thisgroupwillserveasanadvisoronalltheotheractionsidentifiedinthisplan.FreightPlanSupplement–Short-TermTherecentlycompletedstatefreightplanprovidesin-depthdataanalysisforfreightmovementthroughoutthestate.Thissupplementisintendedtogoastepfurtheronafewkeyissuesrelatedtofreightdisruptors:

• ComprehensiveCommunicationPlan–Whenadisruptionimpactsthestate’stransportationsystem,itistoolatetofigureouthowtocommunicateinformationtotruckdrivers,businesses,andresidents.Acomprehensivecommunicationplanwillidentifythebest,mostefficientmethodstocommunicaterealtimeinformationtothesegroups.This


taskwillinvolveseekinginputfromfreightandlogisticsstakeholders,reviewingbestpracticesfromotherstateDOTs,workingwithcommunicationsprofessionalstoidentifycommunicationsmethodologies,andanticipatingpotentialfuturecommunicationsmethods.FreewayTrafficIncidentManagementplanswillbedevelopedtopre-determinealternateroutesthatcanbeusedbytruckswhenthereisadisruptiontotheexistingfreightnetwork.

• FreightCorridorDesignation–Thecurrentplanidentifiesinterstatehighwaysandasmallnumberofotherhighwaysandarterialsasstatefreightroutes.However,manyoftheseroutesdonothavealternateroutesnearby.Forthesecorridors,alternaterouteswillbedesignatedwherefeasibleandpracticalbasedontruckheight/weightrestrictions,geometricdesign,andotherconstraints.Whilethesewillnotbethepreferredtruckroutesinthestate,theywillbecomeapartofthefreightroutenetworkbecausetheydonothaveloadlimitedbridgesorheightrestrictionsunderanybridges/overpasses.

• BridgeMaintenancePrioritization–Reviewandprioritizebridgesinthestateformaintenanceand/orreplacement.Allbridgesthatareloadlimitedorhaveheightrestrictionspreventingtrucksfromdrivingunderthemshouldbepartofthisprioritizationprocess.Theserestrictions,alongwiththebridgesufficiencyrating,AADT,AADTT,nearbyfreightlanduses,proximityofalternateroutes,andotherdatashouldbeusedtodeterminehowtohavethemaximumpositiveimpactwithavailabletransportationfunding.

• ITS–IdentifyneededITSimprovementsthatsupportfreightmovementthroughoutthestate.Thisincludesadditionalvariablemessagesignage,whichiskeytoreachingtruckdriverswhocan’tusetheirsmartphoneswhiledriving.AdataexchangeservingDDOTandmultiplelocaljurisdictionswillintegratedatasharingstatewide.ITSdatanetworkimprovementsandexpansionwillprovideresiliencyintheoverallITSnetwork.Thiswillpreventanetworkfailureinonelocationfromimpactingawidespreadarea.

FreightCorridorExpansionPlan–Mid-TermTheFreightPlanSupplementidentifiedalternateroutestotheexistingstatedesignatedfreightcorridors.Thisfreightcorridorexpansionplanisthenextstepforexpandingthenetwork.Itwillanalyzetheconditionofthosesecondarycorridorsandidentifywaystomaketheseroadwaysmoretruckfriendly.Theseenhancementsmayincludeadding/expandingshoulders,improvingaccessmanagement,intersectionmodificationstobetteraccommodatetrucks,additionalsignage,andothercorridorenhancements.Locationswherebypassesaroundsmalltownsareneededwillalsobeidentifiedinthisplan.ITSImplementation–Mid-TermTheFreightPlanSupplementwillidentifyadditionalITSimprovementsthroughoutthestate.Whilethesearenotinexpensiveimprovements,theytypicallycostafractionofmajorroadwaycapacityprojects.Designandimplementationcantakeplacerelativelyquicklyiffundingisavailable.ITSdesignshouldbeginimmediatelyaftercompletionoftheFreightPlanSupplement,withimplementationtakingplaceinthenext3-5years.


HighPriorityBridgeMaintenance/Replacement–Mid-TermBridgemaintenanceisongoingthroughoutthestatetoextendtheusefullifeofbridges.ThecostofbridgereplacementistypicallyfarcostlierthanITSimprovements.However,thehighestprioritybridgereplacementprojectsidentifiedintheFreightPlanSupplementshouldbeginimplementationduringthenext3-5years.FreightPlan5-YearUpdate–Long-TermThisupdatewilltakeplaceapproximately5yearsaftercompletionoftheFreightPlanSupplement.Withotherongoingplanningefforts,itmayseemtoosoontoconsideranupdatetotheoverallfreightplan.However,the2014MaterialHandling&LogisticsUSRoadmap,delvingintotherateofchangeinthefreightindustry,said,“Whatmayhavesoundedfantasticaljustfiveyearsagonowseemstobeonthehorizon.”Theywaitedonly3yearstoreleaseanupdatetothisplan–theMaterialHandling&LogisticsUSRoadmap2.0wasreleasedinApril2017.Thisdocumentincludedthefollowing“DuringtheworkshopsheldtocollectinformationforRoadmap2.0,oneoftheparticipantsexpressedtherateofchangethisway.‘Warehousinghaschangedsomuchinthepast5yearsthatIhavetobecarefulnottohireexperiencedpeoplewhodonotrecognizetheshifts’.”Theprivatesectorseesaclearneedtostaycurrentwithchangesintheindustry.Thepublicsectormustbeequallyresponsiveandconductregularfreightplanupdatestoaddressthesechanges.CapitalProjectImplementation–Long-TermEachoftheplansdiscussedsofarwillresultinrecommendedcapitalprojects.InadditiontoITSimprovements,thesemayincluderoadwaycapacityexpansion,intersectionoperationsprojects,bridgereplacements,andothercapitalprojectsthatfacilitatefreightmovementinthestate.MovingtheseprojectstowardsimplementationwillbeapriorityforDDOT,andwillbeanongoingpartofDDOT’sworkprograminthefuture.FreightPlan10-YearUpdate–Long-TermThe10-yearupdateofthefreightplanwillbeafullupdatethatlooksateverythingincludedintheoriginalstatefreightplanaswellasrelatedplanningeffortsthathavebeencompletedsincetheinitialplancompletion.Thiswillbeagreatopportunitytoseekmoreinputfromfreightstakeholdersinthestate,identifynewstakeholders,assesshowthefreightandlogisticsindustryhaschanged,andupdatethefreightprojectslist.


7.0 ConclusionsInrecentyears,theStateofDisruptionhasbeenattractingnewsourcesofeconomicdevelopmentactivity,particularlyinmanufacturinganddistributioncenters.Thestate’sroadandhighwaynetworkhasbeenakeysellingpointforthesebusinesses.Unfortunately,therehavebeenseveralrecentincidentsthathavestretchedourcapabilities,revealedourweaknessesincommunicationsandalternativetransportationroutes,andresultedinareluctanceforneweconomicgeneratorstolocateintheState.Theincidentsallbroughtaboutissueswithhoursofserviceforthetruckingindustryandinterruptedsupplychains.Improvingtheinputprocessfromthetruckingindustryandotherfreightandtransportationexpertsisakeysteptowardsaddressingfuturedisruptions.Todothis,theDDOTFreightTeamwillestablishcross-functionalgroupsoffreightindustrystakeholdersfromtheprivatesector,government,andnonprofits.Informationfromthesegroupswillbegatheredthroughone-on-onemeetings,aninteractivewebsite,e-mailblasts,onlinesurveys,andstakeholderforums.AseparatePolicyandFinancegroupwillalsobeestablishedconsistingofCabinetMembers,AgencyHeads,andDDOTDepartmentDirectors.Thisgroupwilluseinputfromtheindustrystakeholders,DDOTstaff,andfutureplanningeffortstoadvisetheSecretaryofDDOTonanongoingbasis.Thetransportationsystemcouldbedisruptedatanytime,soimprovementsinexternalcommunicationstotruckdriversshouldbepursuedimmediately.Thisinitialapproachfocusesprimarilyonbetterutilizationofexistingresources,includingITS/Variablemessagesignage,traditionalmedia,the511callsystem,websites,andsocialmedia/apps.DDOTwillalsobeginimmediatelyseekingwaystoimprovecoordinationwiththestateemergencymanagementagency,meteorologists,lawenforcement,andotherrelevantagenciessoDDOTcanmoreeffectivelyplanfordisruptions,makerealtimeoperationsadjustments,andprovidemoreusefulinformationthroughtheexternalcommunicationssystems.Aseparateshort-termactionitemforDDOTwillbethedevelopmentofamorethoroughComprehensiveCommunicationsPlanfocusedonidentifyingthemosteffectiveexternalcommunicationsmethodscurrentlyavailableaswellaswaystobestutilizechangingcommunicationmethodsinthefuture.DDOTwillalsomoveforwardwithasupplementtothestate’sfreightplanasashort-termactionitem.Thiswillfocusonadditionalfreightcorridordesignations,bridgemaintenanceprioritization,ITSimprovements,andtheComprehensiveCommunicationsPlan.Existingtransportationandfreightdataaswellasrelevantlandusedataandeconomicdevelopmentinformationwillbeusedforthisplanningeffort.Thisplanwilllaythegroundworkforprojectimplementationaswellregularfreightplanupdatesforthestate.


Secretary’sActionsToeffectivelymoveforwardwiththeseimmediateandshort-termtasks,aswellasprojectimplementationandfutureplanningupdates,thefollowingisrequestedfromtheDDOTSecretary:

• Fundingo ImmediatefundingisneededtoadvanceITSimprovements,expandourincidentand

emergencymanagementframework,andincreasestaffingresourcestocontinueandenhancecoordinationeffortsandstakeholderoutreach.

o Short-termfundingneedswillfocusonimprovingtheT1andT2routesandbridgesinpoorcondition,aswellasconsultantassistanceforthefreightplanupdatesandrelatedefforts.FundingmayalsobeneededfordatapurchasesaboveandbeyondwhatisalreadyavailablefromDDOTandotherplanningagencies.

o Midandlong-termfundingwillbesignificantlygreaterandwillfocusonprojectimplementation,includingITSupgrades,bridgemaintenance/replacements,androadwayimprovements.

• Communicatetheneedforimprovedcoordinationbeforeandduringemergencieswiththestateemergencymanagementagencyandlawenforcementleadership.Thiswillallowstafftobeginthedialogueprocesswiththesegroups.

• MakefreightplanningandaddressingfuturedisruptionsahighpriorityforDDOTstaff.o MeetwithallappropriateinternalDDOTleadershiptoensuretheirfocusonthese

issuesandavailabilityofappropriatestafftoworkonthesetasks.o Continuetostresstheimportanceofthisworkinfutureinternalcommunications.

• MeetwiththeGovernorandtheSecretaryofEconomicDevelopmenttocommunicatehowDDOTismovingforwardwithaddressingfuturedisruptionsintermsofimmediateactions,shortandlong-termplanning,projectimplementation,andfundingneeds.

• DistributeapressreleasecommunicatingDDOT’seffortstoaddressfuturetransportationdisruptions.Followthisupwithinterviewswithmediathroughoutthestate.DDOTstatewillpostsimilarinformationonlineandonsocialmediatoeffectivelyreachabroadaudiencethroughmultiplechannels.o SeektohavesimilaroutreacheffortsfromtheGovernorandtheSecretaryofEconomic

Development.o ThisoutreachwillshowDDOT’scommitmenttoexistingfreightbusinesses,future

businessprospects,andresidentsofthestatethattransportationdisruptionsareapriorityforDDOT.

o ThiscombinedoutreachwillalsoshowthevalueformembersoftheprivatesectorandotherstakeholderstobeapartofDDOT’sfutureplanningefforts.

Throughimplementationoftheactionsidentifiedinthisreport,DDOTseekstopreventtransportationdisruptionswhenpossibleandbettermanagedisruptionswhentheycan’tbeprevented.Thiswillhelppreventtruckdriversfromunexpectedlyviolatingtheirhoursofservicerequirements,willreducesupplychaindisruptions,andwillgenerallyimprovetravelforresidents,businesses,andvisitorstotheStateofDisruption.

Commented [M1]: Overall this is in excellent shape. Length is always a struggle – we like to say keep these to 10-14 pages but not always easily done. I would try to see if there are places where you can “consolidate” or edit down but as I didn’t see much redundancy I would rather you not cut pages to be at the expense of losing clarity on what is needed and process for your plan.


APPENDIXA–LISTSOFSTAKEHOLDERSTable3-1:ExternalStakeholders

Company/Agency/Authority Sector/Specialty StakeholderGroupAdvocacyAmericanAssociationofPortAuthorities Ports GeneralStakeholderAmericanShortlineandRegionalRailroadAssociation Rail GeneralStakeholderAmericanTruckingAssociation Trucking GeneralStakeholderAssociationofAmericanRailroads Rail GeneralStakeholderDisruptionLogging&HaulingAssociation Timber ProjectPartnerDisruptionTruckingAssociation Trucking ProjectPartnerManufacturersAssociationofDisruption Manufacturing ProjectPartnerNationalAssociationforIndustrialandOfficeParks RealEstate GeneralStakeholderDisruptionFarmBureau Agriculture ProjectPartnerIntermodalAssociationofNorthAmerica Intermodal GeneralStakeholderDisruptionAssociationofCitiesandCounties Government ProjectPartnerNationalRetailFederation Retail GeneralStakeholderChambersofCommerceEconomicDevelopmentDisruptionChamberofCommerce COC ProjectPartnerWaitinlineRegionalEconomicDevelopmentCommission ED ProjectPartnerAcrosstheRiverExportCouncil ED ProjectPartnerThroughtheWoodsChamberofCommerce COC ProjectPartnerPortAuthoritiesPortofLastResort LiquidBulk(Fuels,Chemicals,FoodGrade) ProjectPartnerPortofCall Container ProjectPartnerPortofPorts Bulk/RO-RO/Container ProjectPartnerPortThwart InlandBargePort ProjectPartner


Company/Agency/Authority Sector/Specialty StakeholderGroupAdvocacyGovernmentAgenciesU.S.DepartmentofTransportation(FHWA,FMCSA,MARAD) Federal ProjectPartnerUSArmyCorpsofEngineers Federal ProjectPartnerStateofDisruptionDepartmentofTransportation State ProjectPartnerCabinetLevelExecutiveAgencies(Agriculture,Trade,Utilities) State ProjectPartnerStateofDisruptionCommercialVehicleEnforcementDivisionoftheStateHighwayPatrol

State ProjectPartnerNorthernStateofDisruptionRegionalTransportationCommission Regional GeneralStakeholderNorthernStateofDisruptionRegionalTransportationCommission Regional GeneralStakeholderNortheastDisruptionTransportationPlanningOrganization Large-Urban-Local GeneralStakeholderTractorsandMinivanLandTransportationPlanningOrganization Small-Medium-Local-Rural/Suburban GeneralStakeholderPrivateSectorGulftoWideTransport Truck/Rail/Warehouse/LTL ProjectPartnerSpecificLogistics FreightForwarder ProjectPartnerBulkBulkBulk DryBulkTrucking ProjectPartnerABCWholesaleServices FoodDistribution ProjectPartnerEggs&MoreEggs EggProducer ProjectPartnerTonofGrain&Ingredients FoodDistribution:Hopper,Dump,Live

Floor,Pneumatic,AugerProjectPartner

CrowLinerServices Logistics–OceanCarrier ProjectPartnerCrowLogistics Trucking,TL,LTL,Drayage ProjectPartnerXSCIntermodalTerminals RailIntermodal ProjectPartnerSNIntermodalTerminals RailIntermodal ProjectPartnerHotRock&FullTankLines ChemicalBulkTanker ProjectPartnerSuzy&SallyAutoTransport AutoHauler ProjectPartnerWhateverBrands MROproductdistributor ProjectPartnerUSDistributorCompany Trans-continental,dedicatedfleets,

expeditedteams,specializedandrefrigeratedequipment,intermodal

ProjectPartnerJustinIntimeEnterprises Petroleumcarrier ProjectPartnerStaroftheLand FreightForwarder ProjectPartner


Company/Agency/Authority Sector/Specialty StakeholderGroupAdvocacyMustardFertilizerInc. Grain,Feed,Hay.Chemicals. ProjectPartnerPubSuperMarkets Fooddistribution ProjectPartnerDraglineCorp Phosphatemining ProjectPartnerHawkTransportCo. Trans-continental,dedicatedfleets,

expeditedteams,specializedandrefrigeratedequipment,intermodal

ProjectPartnerGreenAcresMilk MilkTanker ProjectPartnerGoodFoodsInternational Fooddistribution:Import/Export ProjectPartnerSPU Smallpackages/Freight/Expedited ProjectPartnerMartsofWallTransportation Generalmerchandise ProjectPartnerTheColdStuffTransportCorp CryogenicTransport ProjectPartner


Table3-2:InternalStakeholders

Agency/Department/Branch Office/SpecialtyFreightInfrastructureSubjectMatterExpertsGroup(FISMEG)

FreightPlanningFreight,Logistics,andPassengerOperationsOffice FreightPlanning,RailOffice,Ports,Aviation,MotorCarrierSize&

WeightProjectDevelopmentPlanning&EnvironmentalManagement Design,ProgramManagement,EnvironmentalManagement,General

Counsel,Right-of-WayOperationsSODDOTConstruction ConstructionProjectManagementSODDOTMaintenance AssetManagement,BridgeMaintenanceSODDOTSafety SafetySODDOTTrafficOperations TSM&OSODDOTPublicInformationOffice DistrictPublicInformationManagers

PolicyandFinanceGroup(PFG)Policy

Governor’sOffice Governor’sChiefofStaffExecutiveBranch CabinetMembersLegislativeBranch SpeakeroftheHouse,SenatePresidentFreightPlanningUnit OfficeoftheAssistantSecretaryofIntermodalInfrastructureTransportationCommission CommissionRepresentativeDisruptionDepartmentofEconomicDevelopment CEO

PortAuthoritiesFinance

SODDOTWorkProgram ProjectProgramming&BudgetingSODDOTFiscal FinanceSODDOTProcurementServicesUnit ProcurementDepartmentofFinancialServices Comptroller


APPENDIXB–FUNDINGPROGRAMS

Table5-1–FundingPrograms

Program Planning Equipment Infrastructure Dredging ITS Grant Finance Max(%ofcost) Size

ATCMTD X X X 50 $300M;MAXPROJECT$12M,FY2016-2020

AMH X X X X 80 $5MFY2016

NSFHP X X X X 60$4.5B;MAXPROJECT

$500MFREIGHT,FY2016-2020

PassengerFerry X X X 80 $400MFY2016-2020CMAQ X X X X 80 $12BFY2016-2020

NHFP X X X X X 80 $6.3B;MAX10%FREIGHT,FY2016-2020

STBG X X X X X 80 $58B,FY2016-2020PABs X X X X X X 100 $15BTOTALALLOC.

RRIF X X X X X 100 Auth.upto$35B;upto$7BforClassICarrier

TIFIA X X X X X 49 Auth.$275-$300MFY2016-2020

EDA * * * * * *DERA X X * $26MawardedFY2016WIFIA X X X X X 49 $20MFY2017PSG X X X X 75 $100MFY2016USDA * * * * * * **Varietyofprogramsoffered;eligibilityrequirementsvarybyprogram

TACKLING UNPLANNED

FREIGHT DISRUPTIONS

IN THE

STATE OF DISRUPTION

2017 Freight Academy• Sharleen Bakeman, USDOT Federal Highway Administration, WA• Travis Black, USDOT Maritime Administration, DC• Jack Lord, USDOT Federal Highway Administration Resource Center, CO• Justin Ryan, Florida Department of Transportation• Tim Snow, Delaware Department of Transportation• Daniel Studdard, Atlanta Regional Commission, GA• David Tomporowski, Minnesota Department of Transportation

Ice storms……

Bridge collapse……

Agenda

u Contextu Problem Statementu Purpose and Needu Current Conditionsu Challengesu Stakeholder Outreachu Data and Analysisu Potential Funding Programsu Planning/Operational Strategiesu Conclusions

Context

u State of Disruptionu Geographically large, predominantly rural, sparsely

populated with three large non-adjacent metropolitan areasu Economy

uAgricultureuAutomotive production and manufacturing suppliersuE-commerce distribution centers

u Central location within the U.S.u Diverse transportation infrastructureu Attracting new manufacturing and freight industries

u State of Disruptionu Large network of interstate highways

uGood conditionu80% of all trafficuRural portions with no outer roads

u Remaining roadway networkuFair to poor conditionuSeveral weight-limit posted bridgesuTwo-lane facilities without shoulders

u Estimate: 50% of freight moves through the state on interstates and rail

Context

Problem Statement

u The Governor has directed the State Department of Transportation to find solutions: reduce the impacts to the transportation system and the economy caused by recent interruptions in the movement of freight.

u Several major companies’ have voiced reluctance to locate in Disruption because of the perception that the existing system is inadequate and would not support new business.

Purpose and Need

u Several events within the last 18 monthsu Broken expansion joint on a major river bridge

on the interstateuTravel lanes reduced from four to three for four

daysuTraffic backed up for 15 miles causing issues

with hours of service for truckers and severe delays for the public

u Unexpected cold front created black ice on the interstateuCrashes blocked the interstateuTook 15 hours to clear – supply chain was

interrupted for four days

Purpose and Need

u Several events within the last 18 monthsu Oversize vehicle hit an interstate bridge

girder causing massive fire and bridge collapseuRepairs anticipated to take four monthsuSupply chain interrupted due to traffic

backups on alternate routes and local truck restrictions

u Heavy rains caused a breach in a local leveeuSeveral segments of the interstate were

closed due to up to two feet of water

Purpose and Need

u Issuesu Lack of current, reliable, and real-time information on road

conditions and delay available to the publicuTruckersuNeighboring states

u Roadway infrastructure is inadequate

Current Freight Route Conditions

u National Highway Freight Networku Tier 1 – moves more than 10 million tons annuallyu Tier 2 – moves between 4 million and 10 million tons annuallyu 18,000 centerline miles along T-1/T-2 routes

u40% in poor conditionu 850 Bridges (23% of state total) along T-1/T-2 routes

uPoor to Very Poor conditionu Nominally operating at LOS C

u Critical Urban and Critical Rural Freight Corridorsu Total of 122 miles designated

Challenges

u Federalu MAP-21 and FAST Act Freight Provisions

uState of Disruption has a compliant State Freight Plan that includes a prioritized listing of projects eligible for NHFP funds, but funding is inadequate

u Stateu Existing State legislation and regulation is aligned with the Federal

legislation and regulation, but state funding priorities have targeted other agencies

u Localu Numerous Local governments have truck restrictions on local

roads, preventing their use during emergencies

Stakeholder Outreach

u Partner Engagement Strategyu Disruption Department of

Transportation will –uEngage our stakeholders, internal and

external, public and private sectors,uUnderstand their needs, and uWork to identify, influence, and

implement transportation investments that address future disruptions to the State’s transportation System

u External Groupsu Project Partners Group (The Partners)

uRepresent trucking and logistics companies from numerous industries within the State

u General Stakeholders Group (The Stakeholders)uRepresents the larger transportation

communityuPrivate sector groupsuGeneral publicuPublic sector agencies

u Local Governmentsu Neighboring States


u Internal Groupsu Freight Infrastructure Subject Matter Experts Group (The

Experts)uManagement team comprised of subject matter expertsuTask is to develop solutions to improve resiliency and reliability of

the State’s freight transportation infrastructureu The Policy and Finance Group

uComprised of Cabinet Members, State Agency Directors, DDOT Department Directors

uDecision-making board responsible for evaluating other groups’ recommendations


u Outreach Toolsu Project Website

u Online Survey

u Stakeholder Forum


Data and Analysis

u Traffic Informationu Average Annual Daily Trafficu Average Annual Daily Truck Trafficu Travel Time (trucks and other vehicles)

u Bridge Informationu Inspection information and ratingsu Load limitsu Height Restrictions

u Asset Informationu Pavement Conditionu ITS (message signs, other architecture)

u Facilities and Land Usesu Land uses conducive to industrial

Developmentu Intermodal connector locations and

condition

Data and Analysis

Potential Funding Programs

u State of Disruptionu Transportation Trust Fundu State General Fund

u Federal Fundingu Federal-Aid Grants

uNational Highway Freight Program (NHFP)uSurface Transportation Block Grants (STBG)uCongestion Mitigation and Air Quality (CMAQ)

u Federal Loan Programsu Competitive Grantsu Other

Planning and Operational Strategies

u Action Planu Identified strategies by implementation timeframe

u Immediate needs and ongoing functions (within six months)uShort-term (six months to three years)uMedium-term (three years to five years)uLong-term (greater than five years)

u Includes diverse mix of program and project types

Planning and Operational Strategies

Action Project Type TimeframeChallenges Addressed

Real Time Communications Operations Immediate 2, 3, 4, 5

Emergency Management Improvements Operations Immediate 2, 3, 4

Real Time Communications Operations Short-Term 2, 3, 4, 5

Freight Plan Supplement Planning Short-Term 2, 3, 4

Real Time Communications Operations Mid-Term 2, 3, 4

Freight Corridor Expansion Plan Planning Mid-Term 2, 3, 4

ITS Implementation Infrastructure Mid-Term 2, 3, 4

High Priority Bridge Maintenance/Replacement Infrastructure Mid-Term 1

Freight Plan 5-Year Update Planning Long-Term 2, 3, 4

Capital Implementation Infrastructure Long-Term 1, 2, 3, 4, 5

Freight Plan 10-Year Update Planning Long-Term 2, 3, 4

Conclusions

u Critical needsu Funding

u Immediate infusion of state funds for –u ITS improvementsu Emergency and Incident Managementu Increase staff resources for coordination and outreach

uShort-termu Advance projects that improve facilities and bridges on T1/T2 routes

u Coordination with Local GovernmentsuTemporary relief from restricted access to alternate facilities

QUESTIONS?

capstone assignment capstone 1 - unplanned freight disruptions · capstone assignment capstone 1 -...

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