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Identifying Freight Resources 5-87
Large MPO Freight Planning Case Studies
Metropolitan Transportation Commission, Oakland, California
New York Metropolitan Transportation Commission
Delaware Valley Regional Planning Council, Philadelphia
East-West Gateway Coordinating Council, St. Louis
Puget Sound Regional Council, Seattle
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5-88 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
Large MPO Case Study
Metropolitan Transportation Commission
Oakland, California
Key Lessons: Incorporating freight into the planning process and RTP.
MPO Overview
The Metropolitan Transportation Commission (MTC) is the MPO for the nine-county San
Francisco Bay Area (Sonoma, Napa, Solano, Marin, Contra Costa, Alameda, Santa Clara, San
Mateo, and San Francisco). According to estimates by the California Department of Finance, the
region's population in 2004 was 7 million. The region is highly urbanized with the three largest
cities being San Jose, San Francisco, and Oakland. Despite the efforts of a vibrant Smart Growth
program, the region continues to experience outward expansion of population into the Bay Plain
region and the Outer Ring suburban community. Economic integration with the Northern San
Joaquin Valley is also evident, both in terms of commute shed and regional warehouse and dis-
tribution activity. Between 1990 and 2004, regional population grew by 16.9 percent.
According to the Association of Bay Area Governments (ABAG), regional employment was
3.8 million, up 17.1 percent from 1990. The largest percentage growth over the decade was in the
construction trades and the government and services sector. Agriculture and wholesale trade
employment declined during this period. Between 2000 and 2004, total employment in the region
declined, reflecting economic dislocations in the high-technology sectors that dominate Silicon
Valley in the South Bay.
The 2004 Regional Goods Movement study provides some perspective on the significance of
freight to the regional economy. More than 37 percent of Bay Area economic output is in man-
ufacturing, freight transportation, and warehouse and distribution businesses. Collectively, these
goods movement-dependent businesses spend approximately $6.6 billion on transportation
services. The businesses providing these services also play a critical role as generators of jobs and
economic activity in their own right. Bay Area goods movement businesses provided at least
5.9 percent of the region's employment in 1997. Since these estimates do not include employ-
ment in private warehouses, it is likely that goods movement businesses provide almost twice as
much employment as indicated in these figures. In addition, the types of jobs provided are crit-
ical at a time when other opportunities in manufacturing are declining.
More than 80 percent of the goods movement in the Bay Area involves trucking in several major
corridors: I-880, U.S. 101, I-580, and I-80. Other highway corridors play supporting roles to these
major goods movement corridors. The I-880 corridor has the highest volume of truck traffic in the
region and among the highest of any highway in the state. Serving the Port of Oakland, Oakland
International Airport, and the Oakland Intermodal Gateway Terminal (the Joint Intermodal Ter-
minal) as well as a major concentration of industrial and warehouse land uses, I-880 serves as both
an access route for major interregional and international shippers and a primary intraregional
goods movement corridor. The I-580 corridor is the primary connection between the Bay Area and
the national interstate truck network. A substantial share of Bay Area domestic trade is with South-
ern California, the San Joaquin Valley, and other West Coast destinations, and most of this trade
uses I-580 as a connector. This corridor has the second highest volume of truck traffic in the region,
most of it long-haul in nature and involving the heaviest trucks. Increasingly, regional distribution
centers have located in the San Joaquin Valley and trucks providing goods to the Bay Area use this
corridor for access. I-80 has the third highest truck volume in the region, serving primarily as a con-
nector to the transcontinental truck network. The U.S. 101 corridor acts as a gateway corridor in
the southern end of the region with modest truck volume between Salinas and San Jose. Truck vol-
ume increases substantially from San Jose to San Francisco, where the corridor serves as a primary
access route to San Francisco International Airport and intraregional goods movement.
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Identifying Freight Resources 5-89
After trucking, rail carries the next largest fraction of Bay Area goods. The region is served by
two Class I carriers, BNSF and UP. Oakland is the center of the Bay Area rail network and the
most significant elements are located in the East Bay and along the Suisun Bay network (north
and south). Major intermodal terminals are in Richmond and Oakland. Oil refineries and auto
terminals along the Suisun Bay network also generate substantial rail traffic. The UP line to
Roseville and the BNSF line to Stockton are the two major rail routes in the Bay Area.
While the Bay Area has a number of public port facilities, the largest is the Port of Oakland.
Bay Area maritime cargo includes containerized cargo at Oakland and San Francisco; bulk car-
goes at San Francisco, Richmond, Redwood City, and Benecia; and crude petroleum products,
raw sugar, and bay sand handled at private terminals. Unlike the Ports of Los Angeles and Long
Beach, export cargo volumes at Oakland exceed import cargo volumes. Containerized cargo at
the Port of Oakland accounts for the largest share of tonnage and value.
There are three major commercial airports in the Bay Area that handle air cargo: San Fran-
cisco International Airport (SFO), Metropolitan Oakland International Airport (OAK), and San
Jose International Airport (SJC). SFO handles the largest volume of cargo (approximately 50 per-
cent of the regional total) and is the principal airport for international cargo. OAK is the next
largest shipper of air cargo and handles a substantial amount of domestic freight. Air cargo is the
fastest growing segment of the Bay Area goods movement system. Air cargo volume is forecast
to triple between 1998 and 2020 with 125 percent increase in all-cargo flights.
MTC does not have a regional freight model, but it does include trucks in its regional travel
demand model. In the 1980s, as part of a study of the I-880 corridor, a consulting firm devel-
oped a truck travel demand model based on a survey of truck owners. The data from this study
and trip generation data from the Maricopa Association of Governments study (the basis for the
Quick Response Freight Manual [QRFM]) were used to develop the truck trip generation com-
ponent of the regional model, and the QRFM was used for developing friction factors for the
truck trip distribution model. The model results have been validated effectively using Caltrans
truck counts for state highways in the region.
MTC currently does not have a FAC. It does have an advisory council that includes business
and labor representatives who tend to be the most active advocates for goods movement inter-
ests in the transportation planning process.
Incorporating Freight into Core Planning Functions
In the early years after the passage of ISTEA, MTC was one of the nationally recognized MPOs
dealing with freight issues. A staff member was designated to take leadership on freight issues
and the MPO investigated the development of freight performance measures as part of the plan-
ning process. An early success on the project side was the development of the Joint Intermodal
Terminal to provide improved rail access to the Port of Oakland. In part due to encouragement
by Caltrans, MTC also joined many of the other MPOs in California in the formation of a FAC.
The FAC continued to meet into the 2000�2001 timeframe when it was abandoned primarily
due to lack of participation by the private sector.
Major freight issues in the Bay Area during the 1990s revolved around the Port of Oakland
and the I-880 corridor, which has the highest volume of truck traffic in the region. With increas-
ing waterfront development (particularly in the Jack London Square area immediately adjacent
to the Port of Oakland), there was growing conflict between port uses and residential and com-
mercial uses. During this period, a number of proposals for use of the recently closed Oakland
Army Base included goods movement-oriented uses that would directly support the Port. How-
ever, most of these proposals were controversial and none moved to development.
By 2000, MTC's involvement in goods movement planning was beginning to decline. Most of
the attention on freight issues in the state seemed focused on Southern California and the MPO
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seemed to be losing interest in the issues. However, during the outreach program before the
adoption of the 2001 RTP update, several business groups came forward to complain about a
lack of attention being given to goods movement issues. There was a sense that the regional trans-
portation investment strategy was not balanced, with little attention paid to goods movement
needs and substantial expenditures on transit, bike, and pedestrian projects. MTC committed to
taking a more active role in developing a goods movement element of the RTP. Before its 2004
update, MTC had not had a goods movement element in its LRP. MTC began pursuing funding
to conduct a regional goods movement study to develop the database needed to assess existing
and future conditions and to evaluate strategic investment opportunities. Ultimately, state plan-
ning and research (SPR) funding was made available from Caltrans on the recommendation of
the Caltrans Goods Movement Office.
At about the same time things began heating up again around the Port of Oakland. Several key
issues had emerged that were of interest to the Port and its stakeholders. The first was continu-
ing land-use pressures on port-oriented businesses and other manufacturing operations in West
Oakland. A combination of redevelopment activities favoring higher value uses, rising rents and
land costs, and community opposition and parking/operational restrictions were forcing many
businesses in the area to relocate. The Port and local stakeholders were hoping for some special
designations and preservation of these uses as part of a rezoning process that was underway. The
Port commissioned its own study of port services location factors to identify the specific types of
port-related businesses that needed to be located adjacent to the Port and to take steps to ensure
that there was sufficient industrial land preserved for these uses. One plan promoted by local
port-oriented businesses would have provided for these uses as part of the Oakland Army Base
redevelopment plans. But other interests in the city were hoping for the development of big box
retail and other nonport commercial uses.
The Port also was promoting the development of a short-haul rail intermodal service between
the Central Valley of California and the Port. The objective was to provide options for central
valley shippers, reduce congestion around the Port, and provide for an inland location where
port-oriented uses that did not require land immediately adjacent to the Port could locate. The
short-haul service has not proven to be a commercially feasible option for the railroads given
current levels of congestion and the Port of Oakland was hoping to gain some public support
based on the potential public benefits of the project. Caltrans provided some money to study the
viability of the concept but there was little interest from local programming agencies (in Cali-
fornia, most transportation project programming occurs at the county level). In general, the Port
was frustrated by the difficulty it was having getting its access projects selected in the standard
programming process. They argued that a regionally significant freight facility such as the Port
should receive special consideration at the regional level. When MTC was putting plans together
for a regional goods movement study, the Port of Oakland decided this would be a good oppor-
tunity to develop policy and project priorities for regionally significant freight programs. The
Port was willing to commit funds to the study.
A third partner in the goods movement study was the Economic Development Alliance for
Business (EDAB), a nonprofit economic development organization in the East Bay, supported
in part by Alameda County. Alameda County is home to the Port of Oakland, the OAK, the Joint
Intermodal Terminal, the two freeways with highest truck volumes (I-880 and I-580), and the
largest concentration of manufacturing and warehouse space in the region. EDAB members in
Alameda County included a number of goods movement-oriented businesses who were faced
with the land-use and regulatory pressures described previously. EDAB also was concerned
about the flight of manufacturing jobs from the region and the decline in job diversity. Ware-
house, trucking, and logistics jobs represent a viable replacement for the lost manufacturing jobs,
but the greatest job growth in these sectors is in adjacent San Joaquin County. EDAB had
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Identifying Freight Resources 5-91
planned to fund its own industry cluster analysis looking at the economic contributions of goods
movement to the East Bay and decided to pool its resources with the regional goods movement
study. EDAB also arranged for strong participation by the Bay Area Council, a nonprofit busi-
ness group in the region and one of the organizations putting pressure on MTC to consider
goods movement issues in the RTP. After the study was initiated, the Bay Area Air Quality Man-
agement District also agreed to provide funding.
With this team in place, MTC hired a consultant to conduct the regional goods movement
study. The objectives of the study included the following:
� Developing a regional goods movement investment strategy for the RTP;
� Characterizing the issues and providing a better understanding of the economic significance
of goods movement in the region to better educate decision-makers; and
� Developing a common platform for Bay Area stakeholders to promote during federal reautho-
rization discussions.
Defining the Issues
A key element of the goods movement study was to define issues that would resonate with
stakeholders so that they would stay the course in what is likely to be a long process of bringing
goods movement to a higher level of visibility in the regional transportation discussion. The fol-
lowing issues emerged early in the study:
� Land Use. A big question that needed to be addressed in the goods movement study was how
to deal with the land-use pressures that were driving goods movement business out of the
region. The goods movement study was not able to prove that this trend had negative impli-
cations for the region but it did provide an opportunity to examine regional land-use priori-
ties and how they affected goods movement. The region has a strong Smart Growth institution
that has been promoting higher density residential and commercial uses in the central Bay
Area. The goods movement study spawned a discussion about how goods movement fits in
this strategy. Higher density in the urban core means increases in the pressure to upgrade exist-
ing industrial and warehouse land uses and this will contribute to the geographic dispersion
of these businesses. This could lead to more truck VMT, more congestion on key interregional
corridors, higher costs of goods delivery to the major population centers, and potentially
greater truck emissions. The goods movement study was the first real opportunity to raise the
issue concerning the role of industrial land preservation as part of the regional Smart Growth
� Access to International Gateways. At the beginning of the study, a number of stakeholders
believed that the trade gateways were responsible for most of the goods movement activity in
the region. The goods movement study showed this not to be the case. However, the goods
movement study did clarify the importance of the international gateways to the regional econ-
omy and identified some of the critical access issues and potential projects.
� Major Investment Priorities. Some of the region's stakeholders were concerned that South-
ern California was attracting all the attention with regard to freight issues. The visibility of the
Alameda Corridor and a number of other projects being promoted by Southern California
stakeholders had the Bay Area stakeholders concerned that they were fighting an uphill battle
to secure state and federal attention. These stakeholders were looking to identify some major
projects that could provide a focus for lobbying efforts.
Approach for Incorporating Freight into the Regional Transportation Plan
The regional goods movement study was conducted in two phases. The first phase involved
data gathering and reconnaissance. This provided the information necessary to define issues and
describe them effectively to stakeholders and decision-makers. The second phase focused on
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refining the description of key goods movement issues and developing strategies for dealing with
these issues. Ultimately, the focus in the second phase was on how to incorporate results of the
goods movement study in the RTP. Because the RTP update was being developed at the same
time that the second phase of the goods movement study was being conducted, it provided an
important target for the goods movement study and shaped the products and the interactions
between the study team, MTC staff, the county congestion management agencies (the pro-
gramming agencies), MTC advisory committees, and stakeholders.
In the area of project selection, there were several steps in the MTC process. To satisfy federal
requirements for a fiscally constrained plan, MTC identifies a set of Tier I projects for which
existing funding sources must be identified. MTC suballocates its funding to the county agen-
cies and these agencies submit projects to be included in the RTP. MTC then reviews the sub-
mitted projects to ensure that they are consistent with the regional plan objectives and guidelines
as established by the commissioners. State law also requires the MPO to conduct performance
evaluations of the projects included in the plan to show how they contribute to the regional plan
The way this process works in practice is that the county congestion management agencies
(CMA) submit a list of proposed projects to MTC and MTC evaluates these projects against a
set of performance measures. The results of the performance evaluations are then given back to
the CMAs to consider as part of their final selection of projects to be incorporated in the fiscally
constrained plan (subject to MTC approval). One of the criteria in the performance evaluations
was the extent to which the project provided improved access to ports, airports, or intermodal
facilities. During the project evaluation process, the goods movement study team sought to
broaden the criteria. Proposed projects were evaluated to the extent that they were in a critical
goods movement corridor (as defined by the study team during Phase I of the study), the extent
to which they address a goods movement problem or issue in the corridor, and a judgment of
the extent to which the project might contribute to solving the goods movement problem. Any
data that the project proponents provided that could be used to evaluate potential goods move-
ment benefits (such as reduction in truck VMT, reduction in truck delay, etc.) was used in the
assessment. At the time that the goods movement study team became involved in the RTP proj-
ect selection process, the CMAs already had submitted their initial list of candidate projects. In
most cases, these projects were identified through a CMA call for projects which was open to
public and private agencies. Most of these projects had been submitted to address nongoods
movement issues. The goods movement study team reasoned that an incremental step toward
getting greater attention paid to goods movement issues would be to identify projects submit-
ted for other reasons and to show how goods movement benefits could be used to raise the pri-
ority of a project that had other value. Once the "goods movement beneficial" projects were
identified from the CMA lists, the study team met with the CMA directors to discuss the likeli-
hood that these projects would make it into the fiscally constrained plan and to begin to raise the
goods movement arguments for these projects. For the most part, this incremental approach was
successful in getting the CMAs to think more about goods movement as an integral part of the
project selection process. It also helped that two of the East Bay CMA directors had participated
in a focus group of public sector officials to discuss goods movement issues.
A second approach used to integrate goods movement into the RTP process was in the devel-
opment of projects for the Interregional Transportation Improvement Program (ITIP). Cali-
fornia state transportation funding, like its federal counterpart, has devolved most project selection
and programming activities to lower levels of governments. Regional Transportation Planning
Agencies (RTPAs) exist in every county and program state funds. However, a fraction of the state's
transportation project expenditures are taken off the top of the state transportation budget to be
programmed by Caltrans for projects that improve interregional mobility. Each MPO or RTPA
recommends projects and criteria for inclusion of projects in the ITIP. During the 2004 RTP
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Identifying Freight Resources 5-93
update effort, MTC proposed to the CMAs in the region that they recommend goods movement
projects for inclusion in the ITIP. The goods movement study team then identified projects in
interregional corridors or international gateways that were appropriate for inclusion in the ITIP
based on this criterion.
A third approach used to integrate goods movement into the RTP process is the development
of a new set of projects that addressed regional goods movement needs for inclusion in the "Big
Tent." Big Tent projects are those projects that are important to the region's transportation sys-
tem but for which no immediate source of funding is available. In this RTP update, Big Tent proj-
ects were identified with the assumption that a variety of new revenue sources might be available
over the next several years (either through new programs in reauthorization, local sales tax mea-
sures, or other user-based revenue sources). By putting the projects in the plan in anticipation
of these funding sources, MTC was making a statement of regional transportation priorities. The
goods movement study team did a more intensive evaluation of potential projects that could
address the critical goods movement issues identified in Phase I of the study. These projects are
being included in the RTP as part of the Big Tent.
A final approach used to integrate goods movement into the RTP process was through the
regional transportation and land-use platform, a statement of policy on Smart Growth issues
intended to guide certain investment decisions by MTC. MTC already has several programs that
provide planning grants and financial incentives to cities that are willing to promote transit-oriented
development and other forms of development that further the region's Smart Growth objectives.
The transportation and land-use platform guides the development of new programs and poli-
cies that are supportive of Smart Growth. Several of the goods movement stakeholders made a
strong push to include guiding principles and implementation strategies for the encouragement
of goods movement supportive land-use strategies as part of the transportation and land-use
platform. This met with mixed reactions from the transportation and land-use advisory com-
mittees who tended to see land-use issues from a different perspective. While there was much
debate about some of the premises under which it would be appropriate to incorporate indus-
trial land preservation in the Smart Growth program, the goods movement stakeholders were
successful in getting some language regarding the goods movement land-use issue in the plat-
form that will be included in the RTP. In addition, staff at MTC is interested in holding further
discussions about what role MTC should play in encouraging industrial preservation as part of
the Smart Growth program.
There are other possible outcomes of the RTP process that bode well for long-term integra-
tion of goods movement into the planning process. MTC is considering reviving the FAC. With
the projects and policies identified in the goods movement study, the FAC would have a clear
near- to mid-term agenda of actions to pursue, which might make it more successful. In addi-
tion, business stakeholders have become involved in the process through the goods movement
study and there is a basis for identifying potential participants in the FAC. MTC also has recog-
nized the need to build greater freight modeling capability into the regional travel demand
model. Several specific suggestions have been advanced and are being considered when funding
becomes available.
Success Factors and Applications for Small- and Mid-Sized MPOs
The success of the MTC program remains to be seen. If the efforts initiated in the 2004 RTP
update can be sustained, the factors contributing to success are
� Stakeholders drive the agenda. MTC would probably have dropped consideration of goods
movement issues altogether were it not for strong interest from segments of the business com-
munity. Clearly the economic development implications of goods movement have been at the
forefront of this interest. The timing of the 2001 RTP update at the beginning of a recession
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that has had serious implications for the Bay Area economy certainly raised the profile of
goods movement issues. This is not something that an MPO can orchestrate. However, regu-
lar scanning of the business community for goods movement issues is a good way of making
sure you are prepared when these issues do arise.
� State funding for data gathering and issues reconnaissance. The Caltrans SPR funding was
very useful to MTC in the development of a study that gathered data and worked with stake-
holders to define issues and develop project concepts.
� Framing freight issues in the context of local transportation issues. The connection between
goods movement and land use, while controversial, receives a lot of attention in the Bay Area.
This approach to tying goods movement issues to other transportation issues can be an effec-
tive strategy.
� Incremental approach to project selection and programming. While from a classical plan-
ning perspective it may make more sense to do a thorough needs assessment and then develop
projects based on this needs assessment, the approach of looking at projects that already are
being proposed and looking for a goods movement "angle" has the advantage of bringing local
decision-makers into thinking about goods movement gradually. It also creates coalitions
between goods movement stakeholders and other stakeholders and allows them to see com-
mon interests more clearly.
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Identifying Freight Resources 5-95
Large MPO Case Study
New York Metropolitan Transportation Commission
Key Lessons: Development of a regional freight plan.
MPO Overview
Planning in greater New York City is marked by its scale: large population, large buildings, large
infrastructure, and large challenges. The New York Metropolitan Transportation Commission
(NYMTC) is the designated MPO for a portion of the metropolitan area. The NYMTC addresses
the challenges of congestion, programming of infrastructure and operations improvements, and
planning for safer, more efficient, and environmentally sensitive freight movement throughout
the region. For planners, size is not necessarily an advantage; New York's expansiveness can make
the transportation system's problems seem more confounding and intractable.
New York City had a population of just more than 8 million in 2003 and a metropolitan pop-
ulation well above 20 million, ranking it among the largest cities in the world. NYMTC oversees
transportation planning activities for a 10-county portion of the metropolitan area including the
City of New York (five boroughs); Nassau and Suffolk Counties to the east (all of Long Island);
and Putnam, Rockland, and Westchester Counties to the north. With a population of 12.2 mil-
lion in 2003, this area grew by 10 percent since 1990 and is expected to grow by an additional
5 percent (to 12.9 million) by 2025. Employment in the region, concentrated in Manhattan, grew
by almost 9 percent between 1990 and 2000 to 6.4 million jobs. NYMTC projects 11 percent
growth to more than 7 million jobs by 2025. It is important to note that NYMTC does not
include any portions of northern New Jersey or southwestern Connecticut, both parts of the New
York City urban agglomeration.
New York is the largest consumer market in the country, meaning more goods flow into New
York as a final destination than any other city. New York also produces goods for export to other
countries and regions and serves as a port of entry for foreign goods. The Port of New York/New
Jersey is the third largest by volume in the country. A highly complex, congested network of
interstate highways, parkways, and railways crisscrosses the region, serving as the conduits for
freight traffic originating in, destined for, and passing through New York. In addition, the region
is served by two major cargo airports (Newark and Kennedy), dozens of rail termini and inter-
modal facilities, and some 60 NHS intermodal connectors. It is not uncommon to attribute New
York's unique freight situation, its wealth, and grandeur, to the fact that "the world trades there."
Congestion is part of the daily life of New York, not only for passenger travelers, but also for
freight. Many of the region's most attractive truck routes experience "chronic" congestion, includ-
ing Major Deegan Expressway (I-87) and Cross Bronx Expressway (I-95). Similarly, freight trav-
eling by rail experiences delays because of shared routes with passenger trains and, in some cases,
shared operators. Aside from congestion, the region also grapples with air quality concerns, exac-
erbated by the fact that trucks carry more than 80 percent of all freight in the region.
Successful implementation of freight planning is a long-term and complex task in New York.
The institutional intricacies alone represent high hurdles. Coordinating transportation goals and
activities between the MTA, Port Authority, NYSDOT, the City of New York, and many other
entities is difficult but not insurmountable. On top of that, understanding the physical com-
plexity, the sheer vastness of the city, and its network of flows requires a thoughtful, rigorous,
and comprehensive analysis.
In 1999, NYMTC began developing its regional freight plan, a multiyear project to assess the
region's freight infrastructure conditions, predict goods flows, identify key areas for concern,
and select alternative improvement options for priority consideration. If adopted, projects from
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the freight plan would be considered for insertion into the TIP, STIP, and various other avail-
able implementation and funding programs channeled through the MPO. Because of institu-
tional complexities and divergent freight goals among stakeholders, however, the freight plan
was not adopted by the NYMTC board. Nonetheless, the experience of developing a regional
freight plan in New York affords some important lessons and a dose of optimism for the useful-
ness of freight plans in the context of smaller, less complex regions.
Freight Planning Activities
Like other MPOs, New York incorporates freight-related projects into its TIPs and considers
freight in the LRP. Beyond that, NYMTC continues to seek involvement and input from indus-
try. One manifestation of this outreach effort is the Freight Transportation Working Group
(FTWG), a body consisting of freight providers and receivers, business associations, and com-
munity stakeholders.
Approved by the policy board of NYMTC, FTWG's role is to bring freight issues into the fold
of metropolitan planning. FTWG meets monthly and was responsible for the proposal to develop
a regional freight plan in 1999. Later, throughout the drafting of the plan, the group acted as an
intermediary, identifying and inviting select, important stakeholders from the freight commu-
nity to participate in the development of the regional freight profile.
NYMTC also conducts small-scale, special purpose studies. For instance, a report completed
in 2003 assessed the availability of land for development of intermodal facilities. An earlier tech-
nology scan identified the "most significant existing and emerging technologies which affect or
could affect freight transportation" in the region. NYMTC occasionally carries out other related
technical and policy studies.
Development of the Regional Freight Plan
The most rigorous recent undertaking related to freight within NYMTC was the regional freight
plan, a study that took 5 years to complete. Despite the institutional difficulties encountered in its
development, the process and outcome illustrate important lessons in freight planning.
In 1999, the FTWG proposed and the NYMTC board approved the development of a regional
freight plan. The plan, in part a response to TEA-21 and in part a fulfillment of goals expressed
in the LRTP, was to examine freight conditions, needs, and opportunities for improvement in
the NYMTC region.
The regional freight plan included a number of components:
� Internal and external scan. A description of freight studies undertaken in the New York area
by a number of agencies, companies, and organizations in the past century and an external
study of best practices in freight planning throughout the nation.
� Inventory. A description of existing freight facilities, markets, and projected future demand.
� Assessment of needs. Performance measures, needs, and deficiencies for all modes; analyses
of economic development, environmental impacts, and forecasted commodity flow growth.
� Improvements and solutions. A list of proposed infrastructure, operations, and policy
improvement alternatives to address specific and general needs and deficiencies for economic
development and for all modes: highway (truck), rail, maritime, and airport.
� Feasibility analysis of alternatives. An in-depth quantitative and qualitative analysis of the fea-
sibility of three packages of alternatives: policy, highway, and rail. The packages contained 16, 8,
and 3 projects, respectively. Impacts analyzed included transportation, environmental, economic
development, regional connectivity, technology, physical feasibility, and institutional feasibility.
� Development of an implementation program. Recommendations for specific projects, poli-
cies, and general strategies for the freight system of New York based on the cumulative studies
already completed.
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Identifying Freight Resources 5-97
Implementation of the recommended, high-priority projects and policies from the last task
was to occur through the various responsible agencies of the New York region, including the Port
Authority, NYSDOT, and others. First, though, to receive funding, the priority projects were to
be considered for inclusion in the regional and statewide TIPs and other funding programs.
However, because the final task was not adopted by the board, the identified programs and proj-
ects are unlikely to receive funding or even much further consideration, at least in the near term.
The board's failure to adopt the freight plan reflects several of the shortcomings of the met-
ropolitan planning process that are specific to New York. Large public agencies present consid-
erable institutional barriers to the planners at NYMTC. Such barriers, coupled with passive
indifference from the freight industry, which views the long-term planning process with detach-
ment because of more immediate and vital industry concerns, conspire to overwhelm the poten-
tial effectiveness of a long-term document like the regional freight plan.
Success Factors and Applications for Small- and Mid-Sized MPOs
Although the New York freight plan's recommendations have not progressed to an imple-
mentation phase, which may seem discouraging, the regional freight plan completed in New
York does provide lessons for the freight planning process in other places.
NYMTC's motivation for performing a freight plan was a response to the sense that the region
is choked by chronic congestion and increasing air quality woes. The short-term planning hori-
zons within the freight industry are incapable of dealing with such long-term problems as in-
adequate capacity, environmental problems, and economic losses due to lower productivity
(resulting from suboptimal logistics operations). On the other hand, the mission of an MPO is
precisely to address those types of long-term issues. In spite of New York's difficulties in imple-
menting its freight plan, other regions should still consider the freight plan as a valuable tool in
setting long-term policy, particularly if the MPO wields enough clout within the region to influ-
ence the policies and actions of other agencies.
A common drawback for many regions is that the long-term horizon of a freight plan may
seem unreasonable. As such, shorter-term projects and plans, in line with those pursued by such
large MPOs as the DVRPC, at times may represent an equally or more constructive path for
freight planners. MPOs can center their efforts on more narrow, small-scale, local goals and proj-
ects. Shorter-term goals carry higher hopes of success and, therefore, engender feelings of accom-
plishment among planners and within the freight industry. A long-term, visionary document for
freight helps to fulfill statutory planning requirements, but successfully touting its usefulness to
industry and successfully implementing its stated goals requires the kind of coordination among
stakeholders that an ongoing, short-term focus makes easier to achieve. And without support for
implementation, the freight plan risks becoming a missed opportunity.
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5-98 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
Large MPO Case Study
Delaware Valley Regional Planning Council
Key Lessons: Engaging the private sector to implement freight improvements.
MPO Overview
A successful metropolitan freight planning program requires private sector involvement.
However, private sector participants often perceive the public sector process for developing,
approving, and implementing transportation improvements as slow and inflexible, which hin-
ders their full participation. Having private sector participants devote a significant amount of
time before realizing tangible benefits exacerbates the problem. To combat these issues, a num-
ber of MPOs (including the Delaware Valley Regional Planning Council [DVRPC]) engage the
private sector with quick turnaround or quick-fix projects that, through swift review and imple-
mentation, avoid the pitfalls often encountered by more complex (and expensive) freight improve-
ments. These quick-fix projects can provide immediate benefits to the freight community on a
time scale more suitable for industry while simultaneously encouraging industry participation
in longer-term freight planning efforts.
The DVRPC is the MPO for the greater Philadelphia area. It handles transportation planning
activities for the nation's sixth largest metropolitan area, including five counties in Pennsylva-
nia and four in New Jersey. In 2003, the Census Bureau estimated a population of nearly 5.5 mil-
lion for the nine counties, representing a growth rate of 5 percent since 1990. DVRPC projects
9 percent population growth to 6.0 million people and 3 percent employment growth to 3.2 mil-
lion jobs by 2025. The shift to service industries stands out in Philadelphia, where services now
account for half of all jobs. Manufacturing, on the other hand, has declined from nearly 30 per-
cent in 1970 to about 12 percent today of total employment.
The Delaware Valley region has a number of critical freight routes and connectors, including
three Class 1 railroad providers, 12 short-lines, 10 NHS freight intermodal connectors, several
transload facilities and intermodal rail terminals, a large freshwater port, Philadelphia Interna-
tional Airport, and six interstate highways, including Interstate 95. Ports in Philadelphia and
western New Jersey handle more than 60 million tons of freight annually; much of it is bulk cargo
such as crude oil and signature cargo such as cocoa beans, steel slabs, and high-grade paper, mak-
ing it second in tonnage in the Northeast only to New York and New Jersey.
To meet the transportation needs of its expansive freight enterprise, DVRPC emphasizes
freight in its planning activities, but also engages the private sector in short-term, quick-fix proj-
ects to bolster its relationships with the freight industry. Perhaps even more important than the
projects themselves, however, are DVRPC's general advocacy for freight both inside and outside
of the MPO, its responsiveness to freight issues, and its customer service orientation with respect
to freight interests in the region.
Freight Planning Activities
DVRPC's Urban Goods (freight) program derives much of its strength from the Delaware Val-
ley Goods Movement Task Force, an advisory committee for freight policy and planning issues.
Membership on the task force is "open to all freight interests," including railroads, ports, truck-
ers, air cargo carriers, third-party logistics companies, and agencies at all levels of government.
While the actual composition of the board is half public, half private, chairs for the three pri-
mary subcommittees (data, planning, and shippers) all represent the private sector. The task
force meets quarterly and hears presentations from academics, industry representatives, leaders
in the freight planning field, and its own members. It provides formal links between private sec-
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Identifying Freight Resources 5-99
tor freight providers, DVRPC, and other governmental agencies. Since its formation in 1993, the
committee has not only increased freight input into long-range planning and TIP selection
processes, but also coordinated with DVRPC for delivery of quick services to industry while suc-
cessfully advocating freight issues in general. One manager attributes success to a mutually ben-
eficial, service-oriented mission of outreach to shippers and carriers: DVRPC provides the freight
community with up-to-date MPO activities of interest to the industry, and the freight industry
regularly communicates its needs and concerns to DVRPC.
DVRPC's current LRP, Vision 2025, includes a list of 12 projects consistent with freight goals.
The plan identifies another 19 studies specifically aimed at the freight sector. Participation by the
private sector through the task force allowed for consideration of freight projects in the TIP as
well: "Since there is no special funding category for freight-related projects, the input of the com-
mittee is central to assuring the advancement of eligible projects which facilitate the flow of goods
and promote economic development." As a result, the region's most recent TIP includes several
dozen projects identified by the freight task force. Five of 24 winning projects for the CMAQ
(Congestion Mitigation and Air Quality) Improvement Program also were freight-specific, such
as development of a transload facility and improvements to rail lines. Beyond traditional LRPs
and improvement programs, DVRPC is currently undertaking a number of freight studies,
including the Rail Weight Limit Study, Delaware County Highway-Railroad Grade Crossing Study,
South Philadelphia Freight Complex Study, Southern New Jersey Port Inland Distribution Network
Study, and South Jersey Intermodal Connectors Study.
One manager points to the Freight Forward program as a small but important part of
DVRPC's advocacy for freight in the Delaware Valley region. DVRPC cooperates with public
sector agencies responsible for operating facilities and implementing improvements, including
the PennDOT, NJDOT, Delaware River Port Authority, Pennsylvania Turnpike, New Jersey
Turnpike, and others. As described in the following subsection, the program has not necessar-
ily expanded from its original scope, but because of the growing cooperation between freight
stakeholders and DVRPC around Freight Forward, it stands out as one among many comple-
mentary programs that has brought and kept the freight industry "in the loop" with regard to
MPO activities.
Development of Freight-Specific Program--Freight Forward
The Urban Goods program sees itself as an advocate for freight both within the MPO and
throughout the Delaware Valley. Beyond encouraging participation in traditional planning
activities, DVRPC's freight planning strategy is to develop strong relationships with freight
industry constituents through the provision of tangible, short-term services. In return, the
freight industry commits some of its resources to the planning process via participation with the
Goods Movement Task Force. Alone, Freight Forward is but one small, tangible service; together
with DVRPC's other efforts, Freight Forward is part of a broad, successful outreach program.
Freight Forward is a cooperative improvement program between DVRPC, local agencies, and
the freight industry. It encourages shippers, carriers, and other freight stakeholders to propose
quick-fix projects by completing a short form and sending it to DVRPC via traditional mail,
e-mail, or the DVRPC web site. Candidate quick-fix projects include
� Pothole repairs,
� Highway and railroad grade crossing resurfacing,
� Signage improvements,
� Truck turning radii improvements,
� Traffic signal timing adjustments,
� Pavement marking improvements, and
� Railroad siding improvements.
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5-100 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
While large-scale improvements such as road widening require competitive consideration as
part of a formally programmed TIP or another, similar process, DVRPC planners and engineers
review Freight Forward's small improvement requests and forward them to the appropriate
maintenance agencies for more immediate remediation.
Typically, DVRPC receives about one request per month for an improvement. On occasion,
public works crews already have scheduled the improvement for repair. In other cases, the
requested improvement is quickly reviewed and, if appropriate, forwarded to implementing
agencies for their attention. The status of the problem and potential improvement are then
reported back to the original requester. Because the MPO does not have responsibility for small
capital projects, this service is simply a courtesy provided to the freight industry at little cost to
the MPO. Freight Forward remains just a small piece of DVRPC's efforts to serve the freight com-
munity, but what began with patching pieces of pavement led to a more open information
exchange roughly centered on DVRPC.
Advocacy for freight by staff members within DVRPC is noteworthy. They have brought
greater attention to the needs of and issues facing the freight community within the MPO. Sev-
eral examples of advocacy, in a similar spirit as Freight Forward, but carried out concurrently,
stand out: sending copies of the proposed and approved TIPs for feedback from members of the
freight task force; inviting members of the freight industry, freight planning community, and
academia to speak at task force meetings; submitting freight-specific stories to the monthly MPO
newsletter; assisting with coordination of facility tours for visitors; nominating freight planners
for MPO-wide awards; and preparing a standing presentation about freight in the region.
Success Factors and Applications for Small- and Mid-Sized MPOs
In Philadelphia, the relationship forged between the MPO and the private sector began with
the identification of short-term, inexpensive, quick-fix projects and led to a strong relationship
with industry that includes its involvement in the long-term planning process. Freight stake-
holders now participate in the identification of strategic planning issues and help to guide a more
appropriate and effective freight policy through planning. The ongoing presence of dedicated
and competent MPO staff, combined with champions from the region's leaders has helped drive
the continued success of DVRPC. This lesson can transfer directly to small MPOs that experi-
ence difficulties with involvement from the freight sector.
Numerous jurisdictions overlap even within small MPOs, from state highway departments to
local public works agencies to privately owned rail corridors to the MPOs themselves. Potholes,
tight turning radii, and inadequate signage or striping represent straightforward problems whose
solutions may not be so obvious because of the numerous agencies charged with maintenance
of the infrastructure. The MPO can serve as a clearinghouse for improvement requests. By sort-
ing particularly onerous or commonly heard concerns, specifying the needed solution, and pass-
ing the information to the appropriate implementing agency, the MPO establishes itself as a
partner in promoting the interests of its customers in the freight industry.
Developing such a program will, however, require the following at a minimum:
� Marketing the MPO as the first-stop resource for small-scale infrastructure needs, either
as part of a larger program or through simple, direct outreach to freight stakeholders.
DVRPC used the task force as its principal means for disseminating information about
Freight Forward;
� Designating at least one staff member to receive and process requests from the public;
� Identifying implementing agencies within the MPO, their jurisdictions, and their capabilities
(public works departments and state highway department districts, for example); and
� Developing relationships through the program and other contacts to stay informed of the
issues facing the freight community.
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Identifying Freight Resources 5-101
When surveyed, many MPOs identified the shortage of staff as a fundamental obstacle to com-
pleting their missions, yet even for a large organization like DVRPC, the Freight Forward pro-
gram requires a negligible amount of staff time. It is characterized as a "low-cost, high-benefit"
Once implemented and marketed to the freight industry, developing relationships is the most
critical step. If the purpose of the program is to engage and involve freight stakeholders for more
long-term goals, then responsiveness to other short-term requests and maintaining awareness
of freight needs are essential. In addition, the program must persist. Once freight stakeholders
come to the table to contribute to the LRP, the MPO should continue providing incentives
through short-term assistance. The relationship quickly becomes a symbiotic one.
From DVRPC's example, small MPOs can see that a customer service orientation with regard
to small, short-term projects can pay large, long-term dividends. Creative programs, not neces-
sarily replicas of Freight Forward, provide incentives for freight industry shippers, carriers, and
other stakeholders to develop relationships with the MPO. For small MPOs, that incentive may
not be exactly the same as in Philadelphia, but the same principles apply: outreach, provision of
incentives, encouragement to participate in long-range planning, and, finally, cultivation of a
mutually beneficial relationship. For DVRPC, this relationship is maintained largely through the
freight task force, an entity which small MPOs may have difficulty organizing. Nevertheless, other
avenues for fostering relationships exist such as chambers of commerce, industry associations,
and other direct contacts. In many small MPOs, relationships with these groups already exist.
The lesson from DVRPC is that freight planning does not have to be exclusively technical or
exclusively long term. DVRPC has aptly demonstrated that good freight planning may simply
require advocacy, recognition of the importance of freight to a local economy, and a willingness
to inquire about and address the immediate needs and concerns of the industry.
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5-102 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
Large MPO Case Study
East-West Gateway Coordinating Council
St. Louis
Key Lessons: Development of freight performance indicators.
MPO Overview
Goods movement has always been important in St. Louis, a city which was founded as a fur
trading post. Even today, the region's strategic location provides it with trade advantages that
few other cities can match. To a large extent, future growth and economic development stem
from the ability of St. Louis to maintain its competitive trade advantage. The East-West Gate-
way Coordinating Council (EWGCC) is the MPO for the St. Louis region. As part of the trans-
portation planning process, the EWGCC gauges the performance of the region's freight
infrastructure operations. Private sector engagement provided a key foundation for responsive
freight planning. In addition, St. Louis freight planners benefited from the lessons learned from
earlier efforts to incorporate performance measures into long-range transportation planning.
St. Louis had a 2003 regional population of 2.5 million that is expected to grow to 2.7 million by
2025, and employment of 1.3 million is expected to exceed 1.5 million by 2025. St. Louis is also
home to many large companies that rely on efficient goods movement: Boeing, Anheuser-Busch,
Ford, and General Motors all have major facilities in the area. Six Class 1 railroads provide service
in St. Louis, along with several regional and short-line railroads. These railroads also rely on a net-
work of intermodal facilities and the four interstate highways that serve St. Louis. Additionally, city-
owned Lambert International Airport offers air cargo facilities, numerous ports line the Mississippi
River, and seven NHS intermodal connectors have been identified in the St. Louis region.
EWGCC focuses part of its planning efforts on performance measures, including measures for
its freight infrastructure and operations. EWGCC describes the development of the LRTP, Trans-
portation Redefined, as follows:
East-West Gateway planners follow a performance-based planning process centered around the transportation
customer that evaluates needs and prioritizes transportation investments against six focus areas, including system
preservation, safety, congestion, access to opportunity, sustainable development and the movement of goods.
EWGCC comprises three counties in Illinois, four counties in Missouri, and the City of St.
Louis. Although the fur trade is long gone, the St. Louis region still serves as a critical hub for the
nation's goods movement network.
Freight Planning Activities
In the early 1990s, EWGCC established a FAC. Its 40-plus members include officials from all
levels of government and freight representatives from the trucking, rail, air cargo, barge, ware-
housing, and shipping industries. Figure 5.2 depicts an early conceptualization of the freight
planning process, including the advisory committee's role.
In recognition of the "profound" impact of goods movement on the local economy, EWGCC
established a regional freight movement system called the Priority Goods Movement Network
(PGMN). The network includes descriptions of all surface, air, maritime, and intermodal infra-
structure as well as critical features of the distribution and manufacturing sectors. The PGMN
represents the first step in a process of "identifying, analyzing, and programming the needs of
the freight community." EWGCC cites several advantages to the development of the PGMN; for
instance, it serves as a catalog of readily identifiable improvements for long-range planning and
improvement programs. In addition, planners and industry representatives collaborate in help-
ing to identify necessary components of the PGMN.
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Identifying Freight Resources 5-103
Data Gathering/ Planning/ Review/
Monitoring Evaluation Refinement
Annual Update Process
� Priority Goods
� Transportation Data Movement
Network Initiative Areas
� Commercial Data
� Intermodal � Freight Advisory Infrastructure
� Economic Data Management Institutional
� Freight Directory Information Financial
System � EWGCC Staff Planning
� Freight Survey Technology
� Other EWGCC
� Outreach Management
EWGCC Short- and Updated
Annual Freight Report Card
Board Long-Range TIP
Figure 5.2. Update of performance indicators for freight.
The PGMN and other data collected from the freight industry make up the freight "report
card." A report card allows for comparison of existing conditions (measures) to a set of prior
agreed-upon performance indicators. Although development of performance indicators seems
like an uncomplicated process, it actually entails a number of potential pitfalls. The experience
of St. Louis provides lessons for MPOs or other organizations interested in developing per-
formance indicators for application to freight.
Development of Performance Indicators for Freight
EWGCC has been innovative in developing performance indicators for all facets of the trans-
portation planning process. Early attempts at defining indicators, however, encountered prob-
lems for several reasons. First, as part of a Major Investment Study (MIS), indicators considered
were not representative of the specific projects to which they were subsequently applied. Fur-
thermore, data required for the indicators were unavailable, and the high number of indicators
(about 50) was too large. A second attempt at using performance indicators tied to project selec-
tion for the TIP proved inadequate for measuring progress toward overall transportation goals.
Having learned from its previous efforts, EWGCC's third iteration was neither too ambitious
nor too ambiguous; it was "just right." The third attempt developed performance indicators spe-
cific to the freight system in St. Louis that coincided with important goals shared by the FAC. In
addition, the number of indicators was manageable in size and could be measured with available or
easily obtainable data. The refined list of indicators was divided into five summary categories, and
the regional freight plan recommended their use in a regional TIP. The list of indicators follows:
Connectivity/Congestion Safety
� Average speed on the St. Louis region's � Number of at-grade railroad crossings in the
roadway network. region or on the PGMN.
� Truck counts at several key locations on the � Number of overpasses in the region (or on
PGMN. the PGMN) that have vertical clearance
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5-104 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
� Number of weight-restricted bridges in the � Number of intermodal lifts that occur yearly
region (or on the PGMN). at the local intermodal facilities.
� Intersections with inadequate turning radii
for 53-foot trailers in the region (or on the Economic/Environmental
PGMN). � Value of freight moved from, to, and within
� High-accident locations on the PGMN as the region.
well as total number of accidents. � Number of people employed in five major
� Ramp geometry where sight distance to economic sectors in the region (e.g., trans-
poor or sharp turns is required. port and manufacturing).
� Pavement life remaining on PGMN routes. � Amount of warehouse space available in the
region and current occupancy rate of the
Reliability warehouse space.
� LOS below C on PGMN roadways. � Number of projects and dollars expended
on the PGMN.
� Tons of air freight departing STL.
� Tons of cargo transported through the port.
EWGCC carefully considered the constraints imposed by previous experience with perform-
ance indicators. As a result, the refined list reflects a balance between the need for meaningful
indicators that truly inform the process for programming improvements and the need for indi-
cators that are easily measurable.
Success Factors and Applications for Small- and Mid-Sized MPOs
Because St. Louis has gone through several iterations of performance indicator development
in its MPO activities, its lessons and insights are particularly informative. According to the
NCHRP Report 446, the third iteration had much more success than previous attempts.
Measurement of performance requires several distinct efforts on the part of an MPO of any
size. First, the indicators require input from industry. Freight stakeholders work in the field
everyday and their perspectives on the most important aspects of the goods movement sys-
tem are essential. As a result, MPOs should consult with the shippers and carriers of their
respective regions when developing performance indicators. Secondly, potential indicators
are by themselves meaningless if they cannot be measured. They require data for measure-
ment, so MPOs must be mindful of their capacity for data collection in drafting the indicators.
Third, the process is dynamic. Over time, indicators must change to reflect improved under-
standing of issues and associated problems, especially as informed by the involvement of
industry participants.
Once applied, measurements of performance provide several layers of usefulness for MPOs
interested in improving freight planning activities and nourishing relationships with freight
industry stakeholders. For example, the adage that "what gets measured is what gets done"
likely holds true. Although freight traditionally receives less attention than other transporta-
tion issues in the planning process, those aspects of the freight system that are measured are
more likely to garner attention and have a greater chance for being addressed. Furthermore,
performance measurement provides a link with industry. An MPO can expand the realm of
inputs for its planning process by inviting collaboration with freight stakeholders to develop
indicators. Lastly, because of the link between infrastructure and productivity, improving
goods movement benefits the regional economy. In this way, freight performance measurement
has a direct tie to the operational and infrastructure improvements that facilitate economic
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Identifying Freight Resources 5-105
Several other lessons from the development of freight performance indicators in St. Louis
merit consideration:
� Use measurements as tools to identify performance improvement opportunities rather than
as a means to lay blame for apparent shortcomings.
� Resist the temptation to expand the number of indicators and thereby reduce their effect (the
EWGCC considers 15 to 20 indicators to be optimal).
� Some prospective measures may be too peripheral to offer value to the planning process; these
indicators should be identified and removed from consideration.
� Since "what gets measured is what gets done," select indicators carefully to ensure that all
critical program areas receive attention.
Developing performance indicators, gathering data for measurement, reporting performance,
and updating indicators to reflect changing freight circumstances requires substantial effort on
the part of MPO staff. Nevertheless, for organizations interested in developing performance
measurements, the St. Louis experience provides lessons and techniques for the designation of
performance indicators that can save time, money, and effort by focusing on those that can be
realistically evaluated and reflect program goals.
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5-106 Guidebook for Freight Policy, Planning, and Programming in Small- and Medium-Sized Metropolitan Areas
Large MPO Case Study
Puget Sound Regional Council
Key Lessons: Development of focused freight initiatives.
MPO Overview
Based on trade volumes as a share of gross state product, the Puget Sound Regional Council
(PSRC) web site affirms that Washington is "the most trade-dependent state in the nation." Con-
sequently, PSRC and other responsible public agencies devote considerable attention to freight
planning and advocating for freight projects. The primary vehicle for addressing freight-related
issues in the region is a commission called the Freight Action STrategy (FAST) Corridor, though
the MPO also recognizes the importance of freight through core planning initiatives such as the
LRTP and TIP.
The PSRC serves as the MPO for four counties (King, Kitsap, Pierce, and Snohomish) in the
Seattle-Tacoma-Everett metropolitan area in northwestern Washington. Members of the MPO in
addition to the counties include 70 cities and towns; two federally recognized Indian tribes; six tran-
sit agencies and the Seattle Monorail Project; the WSDOT and Washington Transportation Com-
mission; and the Ports of Everett, Seattle, and Tacoma. The fast-growing metropolitan region, with
a current population of about 3.3 million, expects a 1 percent annual rate of increase through 2030,
when the population is projected to exceed 4.5 million. Demographers expect a slightly higher
annual rate of growth for employment, from 1.8 million jobs in 2000 to 2.5 million jobs by 2030.
About 13.4 percent of jobs in the region are manufacturing jobs, and nearly one-third of those jobs
are in the aerospace industry, dominated by Boeing and affiliated companies.
The Seattle region also has two major interstate highway routes (I-5/I-405 and I-90), two Class I
railroads (UP and BNSF), about half a dozen short-line carriers, more than 30 NHS intermodal
connectors (many of which connect to freight facilities), three major ports, more than 30 transload
facilities, Sea-Tac International Airport, and Boeing Field. Together, these facilities make up the
area's "freight movement package" to compete with other major west coast port cities such as
Vancouver, Portland, San Francisco-Oakland, and Los Angeles-Long Beach.
Freight Planning Activities
The PSRC operates within the context of a very freight-conscious region and state. A variety
of state task forces as well as public and private sector partnerships focus on freight needs, per-
form freight planning, and identify freight projects in need of funding. The PSRC's contribu-
tion to these activities has been largely in a supporting role, although the MPO, along with
WSDOT, runs the FAST Corridor program, which has identified a very specific list of freight
Since 1995, the PSRC has published about a dozen freight and goods mobility reports, with
topics ranging from general discussion of the development of FAST partnerships to analyses of
existing freight movements and conditions in the region to a regional "business plan" for FAST.
The PSRC's LRTP, Destination 2030, includes a section supporting the efforts of FAST Corri-
dor. In particular, the plan supports adoption of recommended infrastructure improvements
from Phase I and Phase II of FAST as part of the LRP and continued inclusion of identified
improvements from FAST. While recognizing that the FAST recommendations largely fall into
the near-term category, Destination 2030 mentions its commitment to "corridor improvements,
truck priority and truck geometrics projects, intermodal and multimodal infrastructure proj-
ects, and information infrastructure projects" throughout the planning horizon. Presumably,
such projects will be included in the LRP as they are identified by FAST Corridor.
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Identifying Freight Resources 5-107
Development of Freight-Specific Initiative--The FAST Corridor
In 1996, the PSRC and WSDOT partnered to create the FAST Corridor (originally called FAST
CAST) program. Members of the FAST partnership include transportation agencies, ports, cities,
economic development organizations, as well as trucking, rail, and other business interests. Now
entering Phase II, the primary accomplishments of FAST Corridor members have been to iden-
tify and promote projects for the freight sector. The task force takes a multipronged approach to
freight planning, including marketing Puget Sound as a desirable port to international shippers,
advocating for freight-specific projects and favorable legislation at all levels of government, and
encouraging private sector freight members to invest in freight infrastructure. The PSRC hosts
meetings of the FAST members each month at its headquarters.
In the late 1990s, Phase I of FAST Corridor identified 15 projects in the Seattle area to improve
the freight transport infrastructure. Seven of those projects are now complete, one is under con-
struction, six are scheduled to begin construction by 2005, and right of way currently is being pur-
chased for another. Among the completed projects is an overpass above State Route 509 into the
Port of Tacoma, a project to reduce congestion on SR 509 and to "hasten the flow of trucks in and
out of the Port of Tacoma." Another completed project, South 180th Street in the Town of Tukwila,
provided a grade separation for a four-lane road at a BNSF/UP crossing, where approximately
40 trains pass per day. Most of the 10 Phase II projects are currently in the design phase. Although
several have been chosen to receive funding, not all of the projects currently are programmed. Never-
theless, language in the official LRP for PSRC suggests that FAST Corridor recommendations will
receive priority consideration in both the LRPs and improvement programs.
FAST Corridor members recently convened in a workshop setting to assess the progress of the
task force and to define its future direction. One conclusion of the meeting was an insistence
among members to review the progress and effectiveness of Phases I and II before moving to
Phase III. Also, based on presentations from major freight businesses, including Boeing, UPS,
DHL, and the Ports of Seattle and Tacoma, the report from the workshop concluded that increas-
ing the region's competitiveness with other American ports of entry should be a primary driver
of the coalition's strategy. Particularly, members need to herald their successes in implementing
projects that benefit regional mobility and facilitate economic expansion. By pointing out to
elected officials that the region's freight facilities and shippers are responsible for a large num-
ber of jobs (according to the Port of Seattle, its activities generate 165,000 jobs), members hope
to bring greater public funding to the freight sector. Strategies include quantification of freight
benefits and, essentially, advocating the importance of freight to decision-makers, the general
public, and members of the freight sector.
An implicit benefit of gathering freight stakeholders to participate in FAST Corridor is their
exchange of information, concerns, and strategies. For instance, presentations from corporations
such as Boeing and UPS and the Seattle-area ports at the recent workshop each included a list of
recommended freight strategies. Ranging from the relatively concrete and short-term ("docu-
ment and share height and weight of bridges and overpasses" and "extend marine gate hours to
24 hours") to the more abstract and strategic (increase capacity "through land, technology, and
efficiencies"), participants should be able to understand better how the distinct pieces of the
freight enterprise interact and to identify shared needs more readily.
Success Factors and Applications for Small- and Mid-Sized MPOs
The context within which the PSRC's FAST Corridor operates gives more attention to freight.
Seattle's strategic location and its reliance on trade compel an efficient goods movement infra-
structure that is well-planned, well-maintained, and well-funded. Efforts by FAST Corridor to
publicize its vision, to encourage greater attention to freight among the public and policy-makers,
and to sustain a sense of urgency among freight planners and operators in the region have con-
tributed to the success of the program.
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In some small- and mid-sized MPOs, goods movement and trade play roles as important as
in Seattle. In such instances and others, the strategies to encourage the involvement of freight
stakeholders and to secure greater funding for freight infrastructure include engagement of
the major employers and users of the freight network. Inviting these industries (as well as ports
and carrier companies such as UPS) to present their concerns at the MPO or freight task force
meeting has the dual benefit of allowing the MPO to understand more clearly the needs of the
industry while allowing the industry to realize that its voice is an important part of the freight
improvement process.
Another strategy is to recognize when freight mobility becomes an urgent concern, then com-
municate that urgency to the private sector and to governmental funding agencies. When this
approach is coupled with freight advocacy strategies that explain the impact of goods movement
on the local economy, it frames the discussion of freight in terms to which decision-makers are
more likely to respond: for example, number of jobs generated by goods movement and overall
economic benefit to the local economy.
As with other MPO freight initiatives, Seattle's FAST Corridor efforts reflect the shorter time
scale on which the needs of the freight industry operate. While longer-term planning remains a
product of the PSRC, the PSRC's FAST Corridor program has advocated for and implemented
7 projects in fewer than 10 years of existence, with another 8 projects near completion and about
10 in the design phase. Yet, despite these apparent successes, FAST members have recommended
that they resist the temptation to look too far forward by beginning another cycle of project
identifications. Instead, they plan to assess the value of the work completed to date and examine
the effectiveness of the processes that they follow in identifying and selecting projects. Validat-
ing past work, although likely only applicable to organizations that have actively participated in
freight planning for a number of years, nonetheless illustrates a strategy of self-assessment that
can improve the effectiveness of MPO-level involvement in freight.


text:
James T. Brown
Mar 5, 2014
Jacob J. Tremblay
Feb 19, 2014
Home » News » Crime
Official says Laurie list to be checked in new officer-involved shootings
Stahl and two Windham police officers were cleared in the shooting of Grant Hebert in Windham after a police pursuit. Hebert, of Pelham, was treated for small bullet wounds to his calf, scalp and upper back, the Union Leader reported at the time.
The revelation that Stahl's name is on the Hillsborough County attorney's Laurie list will change how officer-involved shooting investigations are conducted in the future, Young said.
"Based on the facts of that (Hebert) case, even if we were aware, it wouldn't have made any difference," Young said.
Cruiser cameras captured some of the action, she said, and all of the officers were interviewed independently.
"Each corroborated the other's statement," Young said.
When the state prepares for trial, her office always make inquiries as to whether someone testifying is on a Laurie list, Young said. "Going forward in officer-involved shooting investigations, we will now ask that question, as well."
Top prosecutors must keep lists containing the names of police officers whose confidential personnel files include information that could limit their ability to testify truthfully at trial.
Further investigation must be done before a determination is made that the information in an officer's file is relevant and serious enough to warrant disclosure or possible use by the defense to impeach an officer's testimony.
Young said police interviewed in officer-involved shootings are not placed under oath.
"It's not sworn testimony," Young said. "We ask them to provide a statement."
- Police at scene of Center Ossipee shooting - 0
- Litchfield man found stabbed - 0
- Driver charged with biting state trooper on I-93 - 5
- Autopsy shows Rochester man shot by officers 3 times - 2
- Nashua man sentenced for robbing bank - 0
- 14 people arrested in Nashua drug sweep - 1
- Nashua mother pleads guilty to manslaughter death of son - 3
- Childcare employee has license revoked after arriving to work intoxicated - 0
- NH Supreme Court: Protecting police from liability more important than rights of man wrongly accused of rape - 21
Former Sullivan County Humane Society treasurer pleads guilty to embezzlement
READER COMMENTS: 0- Katie McQuaid's Scene in Manchester: Parents share what 'CJ' taught them - 0
- Gilford High junior surprised by Francis Wayland Parker honor - 0
- Police bill disputed by Stewartstown and Colebrook ends up in court - 0
- New to Nottingham, fire victims plan to stay - 0
- 'Coffee with a Cop' promotes police, community relations - 0
- Arts-based charter high school in Derry begins accepting applications - 0
- Troy voters accept community center donation - 0
- Voters support Bow School District articles - 0
- License revocations for DWI announced - 0
As city health costs soar, 'wellness' post pushed in Manchester
READER COMMENTS: 1- Mass. Supreme Judicial Court has found upskirt photos taken on a subway aren't illegal. Should such voyeurism be a crime?
- Yes
- 83%
- No
- 17%
- Total Votes: 917

subset: commoncrawl


text:
Rolls-Royce welcomes the decision by the Board of Management of Daimler AG to exercise the put option relating to its 50% shareholding in Rolls-Royce Power Systems (RRPS).
In one of the biggest orders made for wind farm workboats, one 24-metre and two 26-metre aluminium catamarans, each featuring two Rolls-Royce 56A3 stainless steel water jets, will be used to transfer people and cargo to the growing number of offshore wind farms around the coast of Europe.
Rolls-Royce announced today that it will expand its aerospace research and technology capabilities in Dahlewitz, building a new test-bed for power gearboxes which will support the development of next generation aero-engine designs.
HELI EXPO, Anaheim, US -- Rolls-Royce has signed a multi-engine order with Scott's – Bell 47 and will deliver the first RR300 engine this summer for installation in a flight test aircraft.
Rolls-Royce today shared details of its next generation of engine designs, which could be ready within ten years, featuring technology innovation designed to transform performance.
HELI EXPO, Anaheim, US -- Rolls-Royce has signed multi-year agreements with four large fleet operators, aimed at enhancing operational support for more than 220 helicopters.
HELI EXPO, Anaheim, US -- Rolls-Royce has launched a 24/7 Operations Center for its civil helicopter engines to deliver round-the-clock support for its global customer base. The new Center is the focal point of a series of improvements to the customer experience for helicopter engine operators and fleets, aimed at further enhancing mission success.
Rolls-Royce has been awarded a US$90.1 million production contract for engines to power MV-22 aircraft operated by the US Marine Corps.
Rolls-Royce has been awarded a contract for $182.7 million by the US Air Force to expand the company's support of the C-130J transport fleet.
Sigmund Borgundvaag, a ship designer at Rolls-Royce, has won a lifetime achievement award for his contribution to the design of offshore support vessels for more than 40 years.
Rolls-Royce has completed assembly and ground testing of the first enhanced T56 engine for the National Oceanic Atmospheric Administration (NOAA) WP-3D aircraft, demonstrating fuel use reduction over 13 per cent.
2013 was a year of good progress, in which our order book, underlying revenue and underlying profit all grew.
Rolls-Royce has completed a long-term agreement with Lockheed Martin worth up to US$1 billion to deliver approximately 600 engines to power future C-130J Super Hercules aircraft.
Rolls-Royce is celebrating its Trent 900 engine achieving more than three million hours of service on the Airbus A380 aircraft.
Rolls-Royce and Cathay Pacific have agreed a TotalCareâ support contract for Trent 700 engines that power Cathay Pacific group's 60 Airbus A330 aircraft in-service and on-order with Cathay Pacific group airlines.


text:
Blogwire is a compilation of local news and information gathered by area citizens and Xpress staff. The Blogwire news aggregator includes press releases, stories from other news outlets, opinion pieces and updates from area blogs
Posting to Blogwire is open to any resident interested in participating. We welcome you to post what you see as important local news and information. Contact us to join.
According to a recently released national study from nerdwallet.com, a consumer finance site, Marion is one of the least expensive cities for movie goers throughout the U.S.
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text:
2012 NBA Mock Draft
Written by Paul Banks of the Washington Times, and David Kay of the The Sports Bank.
Send Paul an e-mail here: paulb05 AT hotmail DOT com.
All other e-mail, including advertising and link proposals, send to: firstname.lastname@example.com
2012 NBA Mock Draft: Round 1 - Picks 16-30
2012 NBA Mock Draft: Round 2
2011 NBA Mock Draft
2010 NBA Mock Draft
2009 NBA Mock Re-Draft
Updated: June 29, 2012.
Team needs and outstanding trades HAVE been taken into account with this mock draft.
Send Paul an e-mail here: paulb05 AT hotmail DOT com.
All other e-mail, including advertising and link proposals, send to: email@example.com
2012 NBA Mock Draft: Round 1 - Picks 16-30
2012 NBA Mock Draft: Round 2
2011 NBA Mock Draft
2010 NBA Mock Draft
2009 NBA Mock Re-Draft
Updated: June 29, 2012.
Team needs and outstanding trades HAVE been taken into account with this mock draft.
New Orleans Hornets: Anthony Davis, PF, Kentucky, 6-10, Fr.
The Hornets enter the offseason with a huge need up front since Chris Kaman and Carl Landry are free agents. Conspiracy theory or not, this is a major coup for a New Orleans team looking for star power after trading Chris Paul. Davis steps in and becomes the face of the franchise.
Charlotte Bobcats: Thomas Robinson, PF, Kansas, 6-9, Jr.
I give Thomas Robinson the nod over Michael Kidd-Gilchrist since Robinson is a better and more capable scorer which the Bobcats sorely need. There is also talk that the Cavaliers are interested in trading up to the No. 2 slot to take Bradley Beal. This wouldn't be a terrible option for the Bobcats since Robinson would likely still be on the board at No. 4.
Washington Bullets: Bradley Beal, SG, Florida, 6-5, Fr.
The acquisition of Trevor Ariza likely means the Wizards take Bradley Beal over Michael Kidd-Gilchrist. Beal fills a need since Jordan Crawford is the only shooting guard under contract; Kidd-Gilchrist would just create a logjam at the three with Ariza and last year's first-round pick, Chris Singleton.
Cleveland Cavaliers: Harrison Barnes, SF, North Carolina, 6-8, So.
Unless the Cavaliers trade up to No. 2 so they can land Bradley Beal, this pick will come down to either the offensive-minded Harrison Barnes or the do-it-all Michael Kidd-Gilchrist. I think Cleveland has a bigger need for a scorer like Barnes to help complement Kyrie Irving. Kidd-Gilchrist would turn the Cavaliers into a very defensive-minded frontcourt when combined with Tristan Thompson and Anderson Varejao, who are not known as scorers.
Sacramento Kings: Michael Kidd-Gilchrist, SF, Kentucky, 6-7, Fr.
Kidd-Gilchrist would be the perfect addition for a Kings team that already has loads of scorers but nobody like Kidd-Gilchrist, who can impact the game without needing to score.
Portland Blazers: Damian Lillard, PG, Weber State, 6-3, Jr.
Portland owns the Nets' pick from the Gerald Wallace trade. Go here to see all of the outstanding 2012 NBA Draft Trades.
Raymond Felton is a free agent and coming off a disappointing season, so the Blazers should be looking for an upgrade at the point even though they used their first-round pick on Nolan Smith last year. Taking him at No. 6 is too high, in my opinion, but he is a safer pick than Andre Drummond, who would also fill the need for a true big man.
Golden State: Dion Waiters, SG, Syracuse, 6-4, So.
In case you are new to my mock drafts, I LOVE Dion Waiters and think he is going to be a stud at the next level. In trading Monta Ellis, the Warriors have a need on the wing even though they just drafted Klay Thompson last summer. I think Waiters' ability to get to the basket would be a great complement for shooters Stephen Curry and Thompson.
Toronto Raptors: Austin Rivers, SG, Duke, 6-5, Fr.
The Raptors could really use a scorer on the wing to help out DeMar DeRozan and are reportedly shopping this pick for a veteran. The consensus seems to be that this pick comes down to Austin Rivers or Jeremy Lamb.
Detroit Pistons: Andre Drummond, C, Connecticut, 7-0, Fr.
This is likely where the slide ends for Drummond, who falls because of serious concerns about his motor and work ethic. However, the Pistons sorely need a complement inside for Greg Monroe, and Drummond could develop into that guy. If he is off the board, John Henson or Meyers Leonard would be possibilities.
New Orleans Hornets: Tyler Zeller, C, North Carolina, 7-0, Sr.
New Orleans owns the Clippers' pick (via Minnesota/Sam Cassell trade) from the Chris Paul trade. Go here to see all of the outstanding 2012 NBA Draft Trades.
Since they dealt Emeka Okafor, the Hornets need to add a true center to play alongside Anthony Davis. Tyler Zeller isn't incredibly physical but gives New Orleans an athletic, long frontcourt. The Hornets could also look to add a wing player like Jeremy Lamb since they dealt Trevor Ariza.
Portland Blazers: John Henson, PF, North Carolina, 6-10, Jr.
The Blazers need some size inside and will look to add a big man. John Henson is rail thin, but could be a valuable shot-blocker playing alongside LaMarcus Aldridge.
Houston Rockets: Meyers Leonard, C, Illinois, 7-1, So.
There's no way the Rockets keep all three first-round picks so it's all up for grabs from here one. If Houston does end up keeping this pick, they definitely need to add a true big man since they dealt Samuel Dalembert and Marcus Camby is a free agent.
Phoenix Suns: Jeremy Lamb, SG, Connecticut, 6-5, So.
The Suns desperately need an upgrade of talent and improved depth on the wing, making Terrence Ross the logical selection. A point guard like Kendall Marshall would also be in play with Steve Nash's future up in the air.
Milwaukee Bucks: Terrence Ross, SG, Washington, 6-7, So.
This is the ideal situation for the Bucks, having one of the top shooting guards fall to them. Terrence Ross would add athleticism on the wing and help replace Shaun Livingston who was dealt and, possibly, free agent Carlos Delfino as well if he does not return.
Philadelphia 76ers: Jared Sullinger, PF, Ohio State, 6-9, So.
With red-flag rumors regarding his health, Jared Sullinger's stock has taken a major dip. The 76ers need another big body since Spencer Hawes is a free agent, and while they would take a serious look at Arnett Moultrie or one of the Joneses, Sullinger could be a terrific value if the injuries end up being overstated.
Go to 2012 NBA Mock Draft: Round 1 - Picks 16-30
Sorry for cutting this into two halves; I've received complaints about load times and putting the mock draft on two pages saves bandwidth.
Go to 2012 NBA Mock Draft: Round 2
Go to 2013 NBA Mock Draft
Leave a comment
Victor Oladipo
05:45 pm
(total posts: 2)
This mock needs to be updated. The fact that Oladipo is not in the top ten is a crime.
11:22 pm
(total posts: 1)
I'm not being biased at all here, but I'm shocked Trey Burke isn't mocked in the top 10 in any board. He's averaging 18 pts and 7 dimes in the toughest conference in America; all while only averaging just under 2 turnovers per game. He's an all around point guard who makes his teammates better all while getting his own buckets. I'm not saying he could be the next CP3 but he's doing all the same things CP3 did when he was a sophomore at Wake Forest.
Derrick Nix
09:24 pm
(total posts: 1)
I think Derrick Nix is underrated, reminds me of Al Jefferson wuthout a jumper, probably could go mid to late second
03:29 am
(total posts: 1)
Why don't the dubs have any draft picks??
12:34 pm
(total posts: 1)
Gorgui Dieng undrafted? Hmm...
Miami lover
10:21 pm
(total posts: 1)
10:32 am
(total posts: 1)
Miami lover
08:44 pm
(total posts: 1)
Where the heck is Shane Larkin???? He has been so good in this 12 game winning streak.....his draft stock is rising quickly
NRA prez
02:21 pm
(total posts: 1)
nice bullets logo next to washington.
keep it up.
some guy watching nc vs duke
11:12 pm
(total posts: 1)
He doesn't have glen Robinson slotted because he's probly gonna stay in school.
02:59 am
(total posts: 1)
I highly doubt the wizards pass on noel because they have wall and beal already and need someone in the paint just like the cavs who i think are mirror images of each other................the cavs definitely will not pass on alex len for a combo F with no real position when they already have one in thompson further showing those type of guys are just support players and not franchise players.................. you should also look to move up victor oladipo with his break out play in the last few games and his comparisons to d-wade he will climb the draft board in a similar fashion as dion waiters last year
1. Shabazz Muhammad 2. nerlens noel 3. cody zeller 4. marcus smart 5. ben mclemore 6.alex len 7. Willie Cauley-Stein 8. otto porter 9. victor oladipo 10. Archie Goodwin
05:58 pm
(total posts: 2)
I love how leBryan nash is the combination of Lebron James, Kobe Bryant and Steve Nash
01:53 am
(total posts: 3)
I like Jack Burton's comment. Too many players - especially freshmen these days - are rated based on highlight reels and potential. The NBA is a professional league for proper players...highlight reels are for All Star Weekend and potential should be turned into talent as a Soph & Junior at least. If you want to see an NBA ready PG look at St Mary's Matthew Dellavedova. He is a 6'4" senior with superb distribution and basketball IQ up there with the best in college hoops. He also happens to score 17ppg and has played for the Australian national team...holding his own against Team USA. I watched Russ Smith for Louisville against Notre Dame and if he is a #40 pick with little to no basketball IQ and poor distribution, then take Dellavedova in the 1st round.
Miles hampton
10:56 pm
(total posts: 1)
This guy really hates msu
03:56 pm
(total posts: 3)
where my hat
Written by Paul Banks of the Washington Times, and David Kay of the The Sports Bank.
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2014 NBA Mock Draft - March 5
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NFL Free Agent Tracker - March 11
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Someone sent me a WebEx webcast they wanted me to view this afternoon. The file had a .WRF file ending which stands for WebEx Recording Format which is one of the two file formats that WebEx webcasts are saved as. The other format that WebEx files are saved as is the ARF or WebEx Advanced Recording Format. Typically you could simply download the WebEx Player available by clicking here however you may want to convert this video, which requires the WebEx Recording Editor, to provide to others in a format they can view without having to install an application. It took me awhile to figure out how to convert this file properly since I only seemed to be able to find the older WebEx Editor versions. I finally signed up for a trial account and was able to download version 3 of the WebEx Recording Editor which allowed me to convert to WMV format and from that I was able to convert to any other video format including AVI, MP4, XVID, and MPEG. Follow the directions below to first convert the .WRF to .WMV and then the second set of directions if you want to convert to another video format.
Tags: 2.4, 2.7, 2.8, 3.0, any video converter, arf, ateditor, ateditor.msi, avi, convert, export to, installshield, installshield wizard, mp4, mpeg, msi, video codec, webex, webex editor, webex player, webex recording editor, windows installer, wmv, wrf, xvid
Posts Tagged "2.7"
WordPress NextGen Gallery – Add Date Print Out to Compact Album ListingsPosted by alex in Code SnippetsI was working on my personal blog and wanted to add the date or a date range to the top of each gallery when they are listed out. The blog I am speaking of uses WordPress, WP version 2.7, with the NextGen Gallery plugin, NGG version 1.2.1, for pictures. I list the all of the galleries by using the album compact function so the below howto relates to that function only. What it will do is simply print out anything in the description field right above the image you have highlighted for each gallery. Since I was not using the description for anything else I just add the date or a date range into that field such as 01-01-2009 or 04-16-2009 to 08-10-2009. Follow the directions below and you can print out anything you like above each gallery listing. The NextGen Gallery shortcode used to display the galleries: [album=3,compact]Tags: 1.2.1, 2.7, album, album-compact.php, compact, CSS, date, galdesc, gallery, NextGen, NextGen Gallery, NGG, nggfunctions.php, PHP, plugin, shortcode, version, WordPress, WP
WordPress Admin Login Not Remembering Password and Not Auto Logging OnPosted by alex in InsightsI have had a problem with a personal WordPress blog I installed a long time ago but never got the chance to look into until recently which is the fact that the logon part of the site was not auto logging me on. Not only was the blog not auto logging me on but it was not remembering my password though it would remember my username. This blog has been around since before WordPress 2.5 and I have upgraded from time to time. I remember the issue started somewhere around the time that I upgraded from WordPress 2.5 to WordPress 2.6 so that is where I started the troubleshooting process and sure enough I was able to find the answer pretty easily. I had been in a rush when upgrading the site and once I had time to go back and read the documentation I found some configuration file options located in wp-config.php that had been added with WordPress 2.6. There were 3 security key configuration options added in WordPress 2.6 and fourth security key added in WordPress 2.7. Tags: 2.5, 2.6, 2.7, AUTH_KEY, auto logon, Blog, LOGGED_IN_KEY, login, logon, NONCE_KEY, password, SECURE_AUTH_KEY, security keys, username, WordPress, WP, wp-config.phpAfter WordPress 2.5 uploading files to posts has become much easier. When first looking into this I was confused though because I every time I would upload a file it would not automatically link to the file. I was assuming the file did not upload properly and that was the reason there was no file to link to. I was mistaken though and really uploading a file is exactly like uploading an image but you have to select where the file links to. Follow the simple directions below to upload files to a WordPress post on your WP blog. The directions below are based on WordPress 2.7+ however they are very similar to WordPress 2.5/2.6.
WordPress JPF Login/Out Plugin Logout Not Working After Upgrading to WordPress 2.7Posted by alex in InsightsI use the JPF Login/Out plugin to display text at the top of a WordPress site and after upgrading to WordPress 2.7 the logout link stopped working. After reading in the WordPress Codex it appears that the wp_logout_url was added to provide a nonce-protected URL that can be used during logout. In the jpf_loginout.php file on line 17 change the below: $link = $before . '' . $log_yes . '' . $after;Tags: 2.7, codex, jpf login/out, jpf_loginout.php, nonce-protected, WordPress, wp_logout_url |